Bexar County, Texas 2013-14 Budget

BEXAR COUNTY
FY 2013-14 ADOPTED ANNUAL BUDGET

This budget will raise more revenue from property taxes than
last years budget by an amount of $6,757,463, which is a 2.3
percent increase from last years budget. The property tax
revenue to be raised from new property added to the tax roll this
year is $7,018,316.

Record Vote:
Item 4b
September 10, 2013
Commissioners Court
The Court hereby ordered and approved a motion adopting the Bexar County Fiscal Year 2013-
14 Proposed Operating and Capital Budget, including the changes documented in the revised
memorandum dated September 10, 2013. (Record)

A motion was presented by County Commissioner Paul Elizondo, duly seconded by County
Commissioner Kevin A. Wolff, which motion was voted on as follows: Commissioners
Rodriguez, Elizondo, Wolff, Adkisson, and J udge Wolff voting Aye.

Fiscal Year 2013 Fiscal Year 2014
Property Tax Rate 0.326866 0.326866
Effective Tax Rate 0.328123 0.317028
Effective Maintenance & Operations Tax Rate 0.263293 0.251188
Rollback Tax Rate 0.371027 0.344809
Debt Rate 0.070312 0.067435

Total amount of County debt obligations: $1,463,640,000

THIS PAGE INTENTIONALLY BLANK
FY 2013-14
Adopted Budget Book


COUNTY OF BEXAR

ADOPTED ANNUAL BUDGET
FISCAL YEAR 2013-14
OCTOBER 1, 2013 SEPTEMBER 30, 2014

COMMISSIONERS COURT

NELSON W. WOLFF
County J udge

SERGIO CHICO RODRIGUEZ KEVIN WOLFF
Commissioner, Pct 1 Commissioner, Pct 3

PAUL ELIZONDO TOMMY ADKISSON
Commissioner, Pct 2 Commissioner, Pct 4

PREPARED BY THE OFFICE OF THE COUNTY MANAGER-
BUDGET DEPARTMENT

DAVID SMITH, COUNTY MANAGER/BUDGET OFFICER

ANA BERNAL TANYA DELACERDA J UAN MENDEZ
J OHN BOWNDS J OHN DIAZ SETH MITCHELL
KRISTINA BRUNNER PATRICK GRABIEC ROBERTA RODRIGUEZ
ERNESTINA CABRERA THOMAS GUEVARA AIMEE SAMPLE
RITA CAMPOS J ANET GUADARRAMA TINA SMITH-DEAN
ALLEN CASTRO GREGORY GUTIERREZ NANCY SOTO
ADELITA CAVADA PEARL J AUREGUI J AQUELINE VALENCIA
AUDREY CAVAZOS SETH MCCABE

REVENUES PREPARED BY THE AUDITORS OFFICE
SUSAN YEATTS, COUNTY AUDITOR


Bexar County
Mission Statement

Our mission is to build a better
community through quality services.


The Government Finance Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to County of Bexar, Texas for its annual budget for
the fiscal year beginning October 1, 2012. In order to receive this award, a governmental unit
must publish a budget document that meets program criteria as a policy document, as an
operations guide, as a financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements, and we are submitting it to GFOA to determine its eligibility
for another award.


TABLE OF CONTENTS

Bexar Countys Growing Population
Bexar County has experienced a significant growth in population, specifically in the
unincorporated area. According to the United States Census of 2010, the overall County
population grew 23 percent since 2000. The County has seen a corresponding increase in
growth to the local economy. Property values on existing properties increased by $3.2 billion
and new property generated $2.3 billion in additional value in FY 2012-13.

As a result, Bexar County has continued to invest in road projects, flood control projects, park
improvements, and additional community venues. The County is beginning to move forward in
providing the unincorporated area with city-like services. The FY 2013-14 Adopted Budget
has invested in projects such as a digital library and animal control services.

Photos: Blanco Road Improvements (Precinct 3), Top Left; Mission County Park Pavilions
(Precinct 1), Top Right; Culebra Soccer Park, (Precinct 2), Bottom Right; Woodlake Parkway,
(Precinct 4), Bottom Left.
TABLE OF CONTENTS
Section Page

VOLUME I
Index of Departmental Summaries 1

Budget Message 9

Budget Highlights 15

Budget Overview 23
County Organizational Chart 25
Budget Calendar 26
Budget Process Overview 27
Accounting System 33
Account Structure 34
Personnel Schedules 38
All Funds Summary 45
Consolidated Fund Balance Summary 62
Revenue Narrative 69
Revenue Schedules 85

Community Profile 106
Economic Outlook 118
Five Year Financial History 137
Performance Reviews and Special Studies 148
Strategic Issues 151

General Fund 155
Summaries 157
Departments 161

VOLUME II
Road Funds 447
County Road and Bridge Fund 449
County Road and Bridge Multi-Year Projects 455
TxDOT and Advanced Transportation District Multi Year Fund 457

Other Operating Funds 459
J ustice of the Peace Security Fund 461
Family Protection Account 462
Records Management - County Clerk Fund 465
Records Management - Countywide Fund 468
District Clerk Records Management Fund 471
Courthouse Security Fund 474
District Clerk Technology Fund 477
Parking Facilities Fund 479
1
Section Page
VOLUME II (continued)

Environmental Services Storm Water Mitigation 483
Law Library Fund 488
Drug Court Fee Fund 491
Fire Code Fund 493
J uvenile Case Manager Fund 497
Dispute Resolution Fund 499
Domestic Relations Office Fund 503
J ustice of the Peace Technology Fund 506
District and County Court Technology Fund 509
Courthouse Facilities Improvement Fund 511
Fleet Maintenance Fund 513
Technology Improvement Fund 517
Capital Lease Project Fund 521

Grant Funds 523
Grants-In-Aid Fund 525
HOME Investment Partnership Program 542
Community Development Block Grant Fund 547

Capital Funds 555
November 2003 Bond Referendum Fund 557
Flood Control Capital Projects Fund (Cash-Funded) 563
Flood Control Capital Projects Fund (Debt-Funded) 568
Bexar County Capital Improvement Program 582
Adult and J uvenile Detention Facilities Fund 609
Economic Development Capital Projects Fund 611
Five Year Capital Plan FY 2012-13 to FY 2017-18 612

Debt Service Funds 615

Venue Project Fund 621

Enterprise Funds 631
Self Insured Health and Life Fund 633
Self Insured Workers Comp Fund 636
Records Management Center Fund 639
Other Post Employment Benefit 642
Firing Range Fund 644

Appendix 647
Financial Policies 649
Debt-Management Policy 656
Glossary 673
Change Order 680
2
INDEX OF DEPARTMENTAL SUMMARIES

GENERAL FUND Page
Agrilife 162
Bail Bond Board 166
BiblioTech 169
Budget 174
Central Magistration
Criminal District Courts 178
District Clerk 182
Civil District Courts 185
Community Resources
Administration 190
Community Programs 193
Mental Health Initiative 197
Public Defenders 200
Veterans Services 202
Child Welfare Board 205
Community Supervision and Corrections Department 208
Constable Precinct 1 212
County Auditor 228
County Clerk 233
County Courts at Law 239
County Manager 246
Criminal District Attorney 250
Criminal District Courts 256
District Clerk 262
DPS - Highway Patrol 268
Economic Development 272
Elections 277
Facilities Management 281
Administration 283
Adult Detention Center 285
County Buildings 288
County Parks 291
Energy 293
Forensic Science Center 295
J uvenile Institutions 297
Fire Marshal 299
Fire Marshal - Emergency Management Office 304
Human Resources 307
Information Technology 311
J udge/Commissioners Court - Administration 319

3
INDEX OF DEPARTMENTAL SUMMARIES (Continued) Page

J udicial Services 324
Appellate Public Defenders 330
Crime Lab 333
Medical Examiner 336
J ury Operations 340
J ustice of the Peace Precinct 1, Place 1 344
J ustice of the Peace Precinct 1, Place 3 348
J ustice of the Peace Precinct 2 352
J uvenile
Child Support Probation 364
Institutions 368
Probation 373
J uvenile District Courts 379
Management and Finance 384
Mental Health Department 388
Non-Departmental 392
Probate Courts 398
Public Works
Animal Services 402
Environmental Services 406
Purchasing 410
Purchasing Small, Minority and Women Owned Business Enterprise 414
Sheriffs Office
Adult Detention Center 418
Law Enforcement 423
Support Services 433
Tax Assessor - Collector 439
Trial Expense 445
4
th
Court of Appeals 446

OTHER FUNDS

Road Funds
Public Works Division - County Road and Bridge Fund 449
Public Works Division - County Road and Bridge Fund Multi-Year Projects 455
TxDOT and Advanced Transportation District Multi-Year Projects 457

Other Operating Funds
J ustice of the Peace Security 461
Family Protection Account 463
Records Management - County Clerk 465
Records Management Countywide 468
Records Management - District Clerk 471
Courthouse Security 474
District Clerk Technology 477
Parking Facilities 479

4
Index of Departmental Summaries (Continued) Page

Environmental Services - Stormwater Mitigation 483
Law Library 488
Drug Court 491
Fire Code 493
J uvenile Case Manager 497
Dispute Resolution 499
Domestic Relations Office 503
J ustice of the Peace Technology 506
Court Facilities Improvement 511
Fleet Maintenance 513
Technology Improvement 517
Capital Lease Projects 521

Grant Funds
Grants-in-Aid 525
HOME Investment Partnership Program 542
Community Development Block Grant 547

Capital Improvement Funds
November 2003 Bond Referendum 557
Flood Control Projects Cash 563
Flood Control Projects Debt 568
County Buildings Capital Improvement 582
Adult and J uvenile Detention Facilities 609
Economic Development Capital Projects 611

Debt Service Funds
Debt Service 615

Venue Project Fund
Community Venue Program 621

Enterprise Funds
Self Insurance Fund - Health and Life 633
Self Insurance Fund - Workers Compensation 636
Records Management Center 639
Other Post Employee Benefit 642
Facilities and Parks Management - Firing Range 644

5

BiblioTech Digital Library
This is the inaugural year of the Countys foray into library services with the grand opening of the
BiblioTech facility on September 17, 2013. BiblioTech is the first public digital library of its kind and
membership is free to all Bexar County residents. The BiblioTech is located at 3505 Pleasanton Rd along
with the J ustice of the Peace Pct.1, Constable Pct.1, and a satellite office of the Bexar County Tax
Assessor-Collectors Office. On J une 20, 2013 the Texas State Library and Archives Commission
accredited the BiblioTech as a fully functioning public library. This fully digital library will provide
citizens with the educational resources and tools for academic success as well as technological aptitude
and skills to thrive in a competitive job market. The BiblioTech s hours of operation are Monday through
Friday 12:00pm to 8:00pm and Saturday and Sunday 10:00am to 6:00pm, and will be closed on all Bexar
County holidays.

6

Mission Concepcin Sports Complex (Precinct 1)
This project consists of a full athletic complex that includes six basketball gymnasiums that
convert to 12 volleyball courts, a youth baseball 4-plex, two softball fields, one T-ball field, a full
track with a football field, and a 1-mile cross country track. The track and trails connect with the
historic Mission Concepcin and Mission Reach Ecosystem Restoration project. A multi-sports
complex provides opportunities for physical fitness activities for youth and young adults through
multiple sports programs, while promoting the anchor city of Bexar County, San Antonio, as the
premier destination for amateur sports in Texas.

8

Office of the County Manager
Paul Elizondo Tower, Suite 1021
101 West Nueva
San Antonio, Texas 78205

To the Honorable Commissioners Court

Bexar County, Texas

BUDGET MESSAGE

INTRODUCTION

I am pleased to submit the Bexar County FY 2013-14 Adopted Budget. For the past several years, the
County experienced minimal growth in revenues and expenditures as we, along with the rest of the nation,
continued to face fiscal challenges as a result of the global financial crisis that began in 2008. This year
the Countys economic environment appears to be moving in a positive direction. Property values have
increased by nearly 5.5 percent, or $5.5 billion in 2013. This is a significant improvement considering
last years values increased by only 1.5 percent (generated only by the value of new property) and
property values were flat in 2011. This increase is made up of two components. Property values on
existing properties increased by $3.2 billion and new property generated $2.3 billion in additional value.
Another sign that the local economy is improving is the decrease in foreclosures. Last year, I reported
that foreclosures were a leading concern in the Bexar County area with 4.72 percent of residential loans
delinquent by at least 90 days. This year that number has decreased to 3.65 percent.

Commissioners Court adopted the current tax rate of $0.326866 per $100 valuation, which is above the
effective tax rate of $0.317028 per $100 valuation. The Adopted Budget totals $1.69 billion for all funds,
including $495 million in Operating Appropriations, $821 million in Capital Projects, $124 million for
Debt Service, $31 million in contingencies, and $218 million in reserves.

Since the FY 2012-13 Adopted Budget, the General Fund has increased by $26.5 million. Of this, $4
million was the result of FY 2012-13 beginning balance being higher than budgeted. An additional $10
million is the result of actual revenues being higher than projected. For FY 2013-14, the County Auditor
is projecting an increase of $12.5 million in Total Available Funds mostly due to increased projected ad
valorem revenue of over $12 million.

Priorities funded with these additional revenues include enhancements to employee compensation and
benefits, a continued focus on flood control, additional investment in public safety, plans to address
transportation issues, and, most importantly, improved services and service delivery to Bexar County
citizens.

9
PUBLIC SAFETY
Additional funding in the amount of $9 million is budgeted to address public safety. The Adopted Budget
provides an additional $2.9 million for the second year of the Collective Bargaining Agreement with the
Deputy Sheriffs Association of Bexar County. All uniformed officers will receive a 3 percent pay
adjustment and will continue to receive annual increases as they move through the Sheriffs Step Pay
Plan. Training funds for uniformed officers will increase by 53 percent, or about $175,000. The Sheriffs
Office will enhance training opportunities for Officers on topics such as investigations, court security
management, prisoner control, emergency response and weapons certification.

The FY 2013-14 Adopted Budget includes funding for a Court Services Emergency Response Team
(ERT). The purpose of the ERT will be to respond to immediate threats and attacks within the three
principal buildings of the County, the Bexar County Courthouse, the J ustice Center, and the Paul
Elizondo Tower. Funding in the amount of $235,361 is provided for additional ammunition as well as
tactical equipment, including plate carriers, velocity plates, ballistic helmets and shields, breaching kits,
and other tactical gear, as well as funding for weapons.

Funding in the amount of $5.7 million is provided for various capital items related to public safety. This
year the Sheriffs Office will implement a new enterprise-wide records management system that will
allow for storage, retrieval, retention, manipulation, archiving, and viewing of information, records,
documents, or files pertaining to law enforcement operations. Funding is also provided for digital
recording equipment in police vehicles in the amount of $300,000. Finally, nearly $500,000 is provided
for safety equipment, such as Tasers, tactical equipment and body armor.

In FY 2012-13, the Sheriffs Office worked with the Office of the County Manager to develop a
comprehensive study on jail staffing needs, which included post-by-post analysis, reallocation of Officers
from administrative duties, and attendance and vacancy issues. This study followed the National Institute
of Corrections Staffing Analysis, as well as the Texas Commission on J ail Standards. At the full capacity
of 4,563 inmates, it was determined the jail would need 621 FTEs (full-time equivalents) for the living
units and corridors, 237 FTEs for secondary jail operations, and 24 FTEs for support staffing, for a total
of 882 FTEs. This established staffing level for a full jail, which is 4,563 inmates. This years budget
authorizes 830 uniformed staff, which will meet the staffing needs of the jail at the current and projected
jail population over the next 12 months. As this budget was being prepared, the jail population stood at
about 3,750, with over 800 empty beds. I look forward to working with the Sheriff and her team on the
second phase of the agreed on staffing study, which will be an audit of civilian positions to be conducted
jointly by our staffs.

FLOOD CONTROL
Over the last year the County and the San Antonio River Authority (SARA) have overseen the
preliminary engineering study of the historic San Pedro Creek. The study was commissioned to analyze
the feasibility, cost and conceptual renderings to transform the concrete-laden creek into a vibrant linear
urban park.

The outcome of the study shows that this restoration project will provide flood control, as well as enhance
quality of life, honor our culture and respect the environment. While conducting this study, it was found
that previous Federal Emergency Management Agency (FEMA) flood plain maps along the Creek had
been miscalculated, thus placing 41.8 acres of downtown within the 100-year flood plain.

The San Pedro Creek project limits would be segmented into six unique sections, each showcasing the
cultural and historical significance of the creek. Along with increasing flood control capacity in the heart
of downtown, this restoration project will enhance quality of life for our residents by adding 22 acres of
park land and other recreational amenities. Finally, as seen along the Museum Reach of the San Antonio
10
River, we are projecting property values along the Creek to increase two to five times the pre-project
value.

The study also concluded that by extending the project limits another one-half mile, from South Alamo
Street to the confluence with Alazan/Apache Creek, the County will achieve its goal to contain the flood
plain within the channel banks. Based on concept design estimates, the total project costs could range
from $131.5 million to $174.6 million. A finance plan was approved on May 21
st
to fund $125 Million
for the San Pedro Creek Project. I am also working with City leadership and SARA to identify the
necessary public and private partnerships to develop the funding plan needed to complete this historic
waterway.

TRANSPORTATION
Last year, Commissioners Court directed staff to work with the Alamo Regional Mobility Authority
(ARMA) to further understand the issues associated with the development and delivery of ARMA
projects and continue to identify opportunities for delivering projects in a more cost-effective manager.
On April 11, 2013, Governor Rick Perry appointed Mr. J ohn Clamp as Chairman to the Board of
Directors of the Alamo RMA. Subsequently, on May 9
th
the operations of the Alamo RMA were
transferred to Bexar County and I was appointed Interim Executive Director.

The State of Texas 83
rd
Legislature passed a piece of important legislation on behalf of the Alamo RMA
this year. Effective September 1, 2013, HB 1573 gives authority, by order of Commissioners Court, for
an additional vehicle registration fee of up to $10 to be collected for the Alamo RMA. The FY 2013-14
Adopted Budget includes a recommendation to authorize this additional fee. Collected revenue will be
sent to the Alamo RMA to fund long-term transportation projects in Bexar County. The estimated
collections for the first year would be about $9 million and $12 million in subsequent years.

The FY 2013-14 Adopted Budget includes new funding for roads in the amount of $21,425,000 as
follows: Shaenfield Place Subdivision ($3,500,000), Steubing Road ($3,000,000), Old F.M. 471 & Talley
Road ($1,500,000), Talley Road Phase I ($1,875,000), Marshall Road ($1,000,000), Bulverde Phase IV
($1,000,000), Glen Mont ($1,500,000), Candlewood Phase I ($3,250,000), Palm Park ($600,000), Roft
Road ($2,100,000) and Bulverde Pedestrian Amenities ($2,100,000).

EMPLOYEE COMPENSATION AND BENEFITS
This year, I asked our Human Resources staff to develop a comprehensive roadmap that will get us back
on course to achieving pay equity in the local market. Refreshing the Countys pay tables and addressing
employee compensation will be a multiyear focus for my staff.

Non-Exempt Pay Table Market Study
A market-based compensation study was completed on the Non-Exempt pay table, which includes most
of the trade and clerical classifications. The purpose of the study was to review pay levels and determine
if adjustments in pay grades were needed to maintain market comparability. Local public entities were
surveyed to compare salaries for similar job groups and positions. These public entities included the City
of San Antonio, Alamo Colleges, University Health System, School Districts, SAWS, and VIA. The
results of this study show that the County is below the market for Non-Exempt employee wages. Based
on the survey, average salary increase for an employee on the Non-Exempt Pay Table will be 7.47
percent. Of the 2,551 employees who hold jobs on the Non-Exempt Pay Table, 1,794 will receive
anywhere from 3 to 11.5 percent wage increases.

Cost of Living Adjustment
The FY 2013-14 Adopted Budget includes a 3 percent Cost of Living Adjustment (COLA) for all active,
regular full-time, and part-time employees on the Exempt Pay Table not covered by a collective
11
bargaining agreement with an employment date on or before October 1, 2013. Employees on the Non-
Exempt Pay Table who did not receive at least 3 percent as a result of the Non-Exempt Pay Table study
will receive a COLA that would bring their wage increase to 3 percent.

My current plan is to conduct a similar market study during FY 2013-14 for those employees on the
Exempt Pay Table for implementation in FY 2014-15.

Health Insurance
Last year I alerted Commissioners Court to the potential for an unsustainable County Health Insurance
program unless positive management steps were taken to control projected employee healthcare costs.
Our projections were showing 10 percent annual increases for the foreseeable future unless we took
action. With adoption of the FY 2012-13 Budget the Court approved a number of revisions to the
healthcare plan to bring costs back in line. The healthcare plan we implemented this year increased
premiums for those employees on the Exclusive Provider Organization (EPO) plan and changed co-pays,
co-insurance and out-of-pocket maximums for those employees on one of the Preferred Provider
Organization (PPO) plans.

The Adopted Budget projects a 7 percent increase in health care claims in FY 2013-14. This equates to
about $2.2 million in additional claims costs. The Adopted Budget includes funding so that the County
absorbs this increase, which results in no impact to the out-of-pocket expenses of Bexar County
employees. The following tables show the ratio of contributions between Bexar County and employees:

Non-Uniformed Employees:
Health Plan Bexar County Employees
Exclusive Provider
Organization (EPO) 54% 46%
Premium Preferred
Provider Organization
(PPPO) 75% 25%
Base Preferred Provider
Organization (BPPO) 81% 19%

Uniformed Employees:
Health Plan Bexar County Employees
Exclusive Provider
Organization (EPO) 67% 33%
Premium Preferred
Provider Organization
(PPPO) 83% 17%
Base Preferred Provider
Organization (BPPO) 89% 11%
SERVICE ENHANCEMENTS
BiblioTech
Bexar County pays a little under $4 million per year to the San Antonio Public Library for unincorporated
residents to use the Citys libraries. But the City cannot build new libraries in the unincorporated areas,
where we are seeing the most population growth. Last year County J udge Nelson Wolff tasked me with
researching the feasibility of providing library services in an entirely digital format. After several months
of planning and research, in J anuary 2013 the County announced plans for the Nations first all-digital
public library, named the BiblioTech. Located at the Precinct 1 Satellite Office on Pleasanton Road,
BiblioTech brings the changing landscape of technology and literacy together in an area of the county
where an estimated 75 percent of households do not have internet access at home. Furthermore, the
10,000-title collection is available through a cloud library to any Bexar County resident with a
12
BiblioTech library card and an e-reader, smart phone, tablet reader, or computer from wherever they are
24 hours a day, 7 days a week. The library has opened with 600 e-readers for circulation, 200 enhanced
interactive e-readers for children, all of which can be checked out and taken home by BiblioTech card
holders. Also, 54 desktop computer stations, 10 laptops, and 55 tablet computers are available in the
facility for internal circulation. The BiblioTech staff is working with the surrounding community and
school districts to create engaging programming that will increase access to and understanding of
technology, promote reading as recreation and equip the residents of our community with necessary tools
to thrive as citizens of the 21
st
Century.

We began construction of the BiblioTech in April, and I am happy to report that the facility had its grand
opening September 17, and is now open to the public. I want to congratulate my entire team on taking
this first-of-its-kind project from concept to reality in 9 months.

Economic Development Restructure
The Economic Development Department is restructuring to focus on key elements of economic
development, primarily job retention and job creation in Bexar County. Bexar County has geographical
and demographical advantages in particular sectors of the economy, such as aerospace and light
manufacturing, which Economic Development will now target with greater focus and effectiveness. As a
result, a new personnel structure of the Economic Development Department is included in the Adopted
Budget geared towards increasing the departments effectiveness and efficiency in these critical areas of
local economic growth.

Justice of the Peace and Constable Precincts
As the population in Bexar County has grown, the population served by each J ustice of the Peace and
Constable Precinct has become unbalanced. Whereas the Commissioner Precincts lines have recently
been redrawn to rebalance the population between their four precincts, this has not been done recently
within the four J ustice of the Peace and Constable precincts. The Court has requested analysis, options,
and recommendations to redistrict these precincts. Pending the Courts final deliberations on this issue, I
have placed funding for the four J ustice of the Peace and Constable Precincts in a contingency line item in
the Adopted Budget.

Specialty Courts
In May 2013, I tasked the Budget Department with conducting a performance evaluation of the Specialty
Courts in Bexar County. The purpose of the study was to examine statewide and national best practices,
review workload and resources for each court and ensure cost-effective use of resources. The results of
the study have been submitted to stakeholders for their review and comment. Implementation of the
recommendations has been postponed until outside studies on the courts have been completed. Funding
for the Specialty Courts has been placed in a contingency line item pending the final outcomes of the
study.

Mental Health Advocacy
One of the strategic issues I identified as a priority when I was appointed County Manager was an
improved focus on the systematic provision of mental wellness services in our community, particularly
those services needed by the indigent. The County formed the Bexar County Mental Health Consortium,
and utilizing Hogg Foundation grant funds, the Consortium provided a public forum for mental wellness
stakeholders to meet and coordinate their activities. To continue this work, funding has been included in
the amount of $314,325 to provide for start-up costs associated with a new Bexar County Mental Health
Department. This new function will be staffed by three full-time professionals specializing in the issues
of mental health, who can devote their exclusive attention to developing, implementing and coordinating
policy and community wide strategies to address mental health concerns. This team will be tasked with
identifying service delivery needs and service delivery gaps in our communitys mental health service
13
BUDGET HIGHLIGHTS

The Adopted Budget totals $1.689 billion for all funds, including $485 million in Operating
Appropriations, $821 million in Capital Projects, $124 million for Debt Service, $31 million
contingencies, and $218 million for reserves. The FY 2013-14 Adopted General Fund operating budget
totals $366 million compared to last years operating budget of $339 million, or an increase of $27
million.

EMPLOYEE COMPENSATION AND BENEFITS

The Human Resources Department has been directed to develop a comprehensive roadmap that will get
the County back on course to achieving pay equity in the local market. Refreshing the Countys pay tables
and addressing employee compensation will be a multiyear focus.

The first step in this multiyear focus was achieved by the completion of a market-based compensation
study on the Non-Exempt pay table. The purpose of the study was to review pay levels and determine if
adjustments in pay grades were needed to maintain market comparability. The results of this study show
that the County is below the market for Non-Exempt employee wages resulting in the pay table being
adjusted. The average salary increase for an employee on the Non-Exempt Pay Table will be 7.47
percent.

A 3 percent Cost of Living Adjustment (COLA) is adopted for all active, regular full-time and part-time
employees on the Exempt Pay Table not covered by a collective bargaining agreement and all employees
with an employment date on or before October 1, 2013. Employees on the Non-Exempt Pay Table who
did not receive at least 3 percent as a result of the Non-Exempt Pay Table study will receive a COLA that
would bring their wage increase to 3 percent.

With approval of Commissioners Court, Human Resources staff will conduct a similar market study
during FY 2013-14 for those employees on the Exempt Pay Table for implementation in FY 2014-15.

The Adopted Budget assumes a 7 percent increase in health care claims in FY 2013-14. This equates to
about $2.2 million in additional claims costs. The FY 2013-14 Adopted Budget includes this $2.2
million, which will result in no impact to the out-of-pocket expenses of Bexar County employees.

JUSTICE OF THE PEACE AND CONSTABLE PRECINCTS

As the population in Bexar County has grown, the population served by each J ustice of the Peace and
Constable Precinct has become unbalanced. Whereas the Commissioner Precincts lines have recently
been redrawn to rebalance the population between their four precincts, this has not been done recently
within the four J ustice of the Peace and Constable precincts. The Court has requested analysis, options,
and recommendations to redistrict these precincts. Pending the Courts final deliberations on this issue,
the Budget Department has placed funding for the four J ustice of the Peace and Constable Precincts in a
contingency line item in the Adopted Budget.

PROGRAM CHANGE SUMMARY

The FY 2013-14 Adopted Budget recommends program changes in all funds, which include 28.5 net new
positions, 12 reclassified positions, for an overall cost of approximately $1.55 million. The program
changes in the General Fund include a net of 28.5 new positions and 11 reclassified positions. The
annualized cost of these recommendations is $1.45 million. The program changes in Other Funds includes
15
one reclassification. The annualized cost of the program changes for Other Funds recommended in the FY
2013-14 Budget is $91,564. The following is a breakout of new and deleted positions including the total
amount of program changes for each service area.

GENERAL GOVERNMENT

The General Government service area includes BiblioTech, Budget, County Auditor, County Clerk,
County J udge & Commissioners, Economic Development, Elections, Facilities and Parks County
Buildings Maintenance, Human Resources, Information Technology, Management & Finance, Office of
the County Manager, Purchasing, and Tax Assessor Collector.

General Government
Change New Deleted Reclassified
Amount Positions Positions Positions
BiblioTech $73,570 1 0 0
Budget ($79,844) 0 -1 0
County Auditor ($10,550) 0 -1 0
County Clerk $150,829 4 -1 0
County Manager $96,392 1 0 0
Economic Development ($32,766) 2 -2 0
Elections $9,106 0 0 2
Facilities Mgmt.-Cty. Bldgs $180,175 4 -1 0
Human Resources $3,166 0 0 0
Information Technology $124,718 7 -5 0
Purchasing ($59,623) 2 -3 0
Tax Assessor Collector $64,823 3 -2 0
TOTAL $519,996 24 -16 2

JUDICIAL

The J udicial service area includes the 4
th
Court of Appeals, Bail Bond Board, Central Magistration
District Courts, Central Magistration District Clerk, Civil District Courts, County Courts at Law,
Criminal District Attorney, Criminal District Courts, Department of Public Safety, District Clerk, J udicial
Services Appellate Public Defender Office, J udicial Services Pre-Trial, J ury Operations, J uvenile
Courts, J ustice of the Peace, and Probate Courts.

Judicial
APDO $7,629 1 -1 0
Civil District Courts $52,040 2 -2 1
County Courts at Law $10,519 0 0 0
Criminal District Attorney $190,319 2.5 -1 0
16
Criminal District Courts $20,713 0 0 1
District Clerk $44,315 18 -18 0
J udicial Services ($29,718) 3 -3 0
J ury Operations $10,418 0 0 1
DPS Warrants $41,245 1 0 0
TOTAL $347,480 27.5 -25 3

PUBLIC SAFETY

The Public Safety service area includes the Community Supervision/Corrections, Constables, Facilities
and Parks Adult Detention Center Maintenance, Facilities and Parks J uvenile Detention Maintenance,
J udicial Services Crime Lab, J udicial Services Medical Examiner, J uvenile Office functions, Office of
the County Manager Emergency Management, Office of the County Manager Fire Marshal, and the
Sheriffs Office functions.

Public Safety
Constable, Pct. 1 $13,906 .5 0 0
Sheriff-Adult Detention ($116,826) 1 -2 0
Sheriff-Law Enforcement $77,875 1.5 0 0
Sheriff -Support $110,020 2 0 0
J uvenile Probation $107,349 2 0 0
Medical Examiner $117,929 4 -1 2
Fire Marshal $59,522 1.5 0 0
Emergency Management $85,755 2 0 0
TOTAL $455,530 14.5 -3 2

EDUCATION AND RECREATION
The Education and Recreation service area includes Facilities and Parks Parks and Office of the County
Manager Agrilife Extension.
Education and Recreation
County Manager - Agrilife $11,665 1 -1.5 1
TOTAL $11,665 1 -1.5 1

FACILITIES AND MAINTENANCE

The Facilities and Maintenance service area includes Facilities and Parks Administration and Facilities
and Parks Energy. There are no program changes for this service area.

17
HEALTH AND PUBLIC WELFARE

The Health and Public Welfare service area includes Child Welfare Board, the Community Resources
functions of Administration, Community Programs, Mental Health, Public Defenders, & Veterans
Services, Purchasing Small, Minority, & Women Owned Business Enterprise, Public Works Animal
Care Services, and Public Works Environmental Services.

Health and Public Welfare
Community Resources Admin. $19,211 1 0 0
Community Resources - Programs $3,658 1 -1 0
Community Resources - Mental
Health
($223,515) 0 0 0
Public Works Environmental
Services
$1,413 0 0 0
Public Works - Animal Care
Services
$125,534 3 0 0
Veterans Services $8,857 0 0 3
Mental Health Department $243,325 3 0 0
TOTAL $178,483 8 -1 3

OTHER FUNDS

The Other Funds with program changes includes Capital Improvement Program, Community Venue
Program Fund, County Road & Bridge Fund, Fire Code Fund, Flood Control Fund, Parking Garage Fund,
and Storm Water Fund.

Other Funds
Fire Code Fund $122,077 1 0 0
Flood Control M&O Fund $3,416 0 0 0
Parking Garage Fund $4,304 0 0 1
Road and Bridge Fund $14,453 0 0 0
Storm Water Fund $4,239 0 0 0
Community Venue Program Fund ($66,174) 0 -1 0
Capital Improvement Program $9,248 2 -2 0
TOTAL $91,563 3 -3 1

CAPITAL

The County has historically taken many initiatives to meet the needs of citizens and County Employees.
The County has budgeted $488 million for its capital improvements program for both horizontal (Roads)
18
and vertical (Buildings) construction. Investments in Technology are also a major part of the Countys
Capital Improvement plan.

The County Road and Bridge projects include those that were debt funded since FY 2005-06, as well as
some projects that are cash funded in the preliminary phases. The FY 2013-14 Adopted Budget
recommends funding a total of $21,425,000 from the following sources: $13,425,000 from new debt
issuances, $4,000,000 in cash transferred from the County Road and Bridge Fund, and $4,000,000 from
completed projects and available contingencies.

The following new projects are funded through design and construction: Shaenfield Place Subdivision
($3,500,000) and Steubing Road ($3,000,000). The following new projects are funded through design
only: Old F.M. 471 & Talley Road ($1,500,000) and Talley Road Phase I ($1,875,000). The following
new projects are funded through design and partial construction: Marshall Road ($1,000,000) and
Bulverde Pedestrian Amenities ($2,100,000). The following existing projects will be funded for
completion: Bulverde Phase IV ($1,000,000), Glen Mont ($1,500,000), Candlewood Phase I
($3,250,000), Palm Park ($600,000), and Roft Road ($2,100,000).

The FY 2013-14 Adopted Budget appropriates a total of $110 million for capital improvement and road
projects to be phased in over a three-year period as shown below.

Year 1 Year 2 Year 3
Debt Issued by Year $44,621,631 $26,275,000 $39,721,500

The FY 2013-14 Adopted Budget appropriates $97 million for the following new and existing capital
improvement projects:

Capital Improvement Project
FY 2013-14
Adopted Amount
Facilities and Parks Department
Adult Detention Center Plumbing & Mechanical Replacement $ 35,775,000
Adult Detention Center Improvements $ 247,500
Sheriff's Administration Functional Program $ 170,000
Countywide Digital Controls Upgrades $ 775,000
Courtroom Restoration FY 2014 $ 4,922,000
J ustice Center Improvements - Elevator, Tunnel, Restroom and ADA
Compliance $ 3,049,500
Paul Elizondo Tower - Court Liaison Officers Space $ 85,000
Federal Reserve Building - Child Support Courts $ 4,435,500
Elections Warehouse Purchasing Space $ 2,850,000
Forensic Science Center - Interior Renovations $ 2,460,000
Precinct 1 Satellite Office Upgrades $ 585,000
Precinct 1 Satellite Office - Emergency Corridor $ 23,000
Mission Road Campus Functional Program $ 140,000
Bullis Park - SAWS Water Extension $ 200,000
County Parks - Playscape Replacements (Rodriquez, Russell, and MacArthur) $ 785,000
County Parks - Fall Zone Material Phase II $ 350,000
19
County Parks - Sanchez Spencer Field Demolition $ 100,000
County Parks - Padre County Playscape Replacement $ 208,800
County Parks - Portable Stage and Equipment $ 350,000
County Parks - Pletz Park Improvements $ 840,000
Krier Center - Fire Alarm Upgrade $ 400,860
County Parks - Salado Creek Study $ 150,000
Sheriff's Office
Records Management System $ 4,500,000
Inmate Management System - Handheld Devices $ 250,000
Stab Resistant Vests $ 200,000
COBAN Digital Video System $ 300,000
Patrol & SWAT Tasers $ 102,000
Warrants Tasers $ 37,620
Level IIIa Body Armor $ 90,000
Warrants Protech Ballistic Shields $ 14,130
CID Desktop Replacement with Toughbooks $ 228,000
Two Gas Convection Ovens (Main J ail) $ 11,720
One Gas Convection Oven (Annex) $ 5,860
Patrol Deputy (Shotguns and Vests) $ 169,000
Tray Washer (Annex) $ 48,276
Tray Washer (Main J ail) $ 48,276
Replacement of Three Dryers (Annex) $ 35,541
Replacement of Three Washers (Annex) $ 104,250
14 Ruggedized Notebooks Classification $ 64,932
Sheriff Academy Parking Lot $ 196,497
Information Technology
Bexar DR Proposal - Business Continuity $ 2,061,315
BCIT Business Continuity $ 5,000,000
One Vehicle for the Mailroom $ 35,280
BizTalk $ 150,000
PC Replacement 2014 (1,410,784 +1,700,000 EA) $ 1,410,784
Notebook Replacement 2014 $ 595,944
Rugged Notebook Replacement 2014 $ 510,000
District Clerk scanner upgrades $ 310,000
2 Petabyte of additional storage (Tier 3) $ 1,750,000
3 additional ESX servers $ 134,862
Wireless infrastructure $ 2,500,000
RAM upgrade to 12 existing ESX hosts $ 99,185
1 Terabyte of additional video storage (video surveillance) $ 50,000
20
J ustice Center- DA floor upgrades $ 53,655
Form Automation Project $ 518,000
Converged Digital Signage Project $ 150,000
CIJ S Peripherals $ 1,662,000
Omnixx Force Web System $ 152,040
Bexar County Radio System $ 9,909,600
Orion System - Sheriff Department Time and Attendance Software $ 500,000
SAS Analytics for J udicial Services $ 100,000
Civil District Court Administration
45th District Court Improvements $ 15,000
Tax Assessor-Collector
Queue System, Carpet Replacement, etc. $ 166,157
Community Resources
Door Locks System $ 30,000
Countywide
Vehicle Replacement $ 4,453,827
GRAND TOTAL $ 97,625,911

CONTRIBUTIONS TO OUTSIDE AGENCIES

Bexar County Commissioners Court partners with various non-profit organizations (also known as
Outside Agencies) to help address gaps in services these agencies can provide to the citizens of Bexar
County. Funding these agencies provide important social and environmental services, education
programs, economic development initiatives, and other services for Bexar County citizens.

Outside Agencies
FY 2013-14
Adopted Amount
Catholic Charities $193,059
Christian Senior Services $62,527
Chrysalis Ministries $55,000
City/County Seniors $6,500
Club 12 $1,000
Communities in School $26,460
Family Service Association $30,000
Haven for Hope $50,000
Health Collaborative $25,000
Holy Cross Community Services $25,000
Home Comforts Inc. $10,000
J efferson Outreach for Older People $8,495
J OVEN $20,000
21
Outside Agencies
FY 2013-14
Adopted Amount
MLK March $5,000
Northeast Senior Assistance $9,000
Our Lady of Mt. Carmel $33,532
Peace Initiative $65,000
Project MEND $20,000
Project Quest $55,000
San Antonio AIDS Foundation $15,938
San Antonio Cultural Arts $15,000
San Antonio Food Bank $40,000
Seton Home $25,000
Southeast Community Outreach for Older People $8,000
St. J ohn Bosco School $25,000
The Clubhouse $25,000
The Fund $30,000
The Magik Theatre $10,000
The San Antonio Symphony $50,000
WellMed/Southwest Community Outreach for Older People $8,000
YWCA of San Antonio $20,000
TOTAL $972,511

22

BUDGET OVERVIEW

23

Loop 1604 Rendering Pass-Thru Road Project (Precinct 4)
The improvements will expand Loop 1604 between IH 10 and IH 35 from its existing two-lane
configuration to a four-lane divided roadway to address increased traffic congestion and improve
infrastructure capacity in eastern Bexar County. The improvements will also include bridge structures
crossing the Salitrillo Creek floodplain, new traffic signalization at Autumn Run Road, and flashing
beacons at Graytown Road. This project is funded via a Pass-Through Financing Agreement with the
Texas Department of Transportation and the Advanced Transportation District.

24
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25
FY 2013-14 BUDGET CALENDAR

May 17, 2013 Bexar County Offices and Departments submit budget requests

June 30, 2013 County Auditor provides preliminary FY 2012-13 revenue estimates and
FY 2013-14 projected revenue to Budget Office

July 22, 2013 Certified Tax Roll Received

August 1, 2013 Complete verification of tax roll and calculation of effective tax rate

August 7, 2013 Tax Assessor-Collector publishes Effective Tax Rate, Rollback Tax Rate,
& other information

August 20, 2013 Presentation of FY 2013-14 Proposed Budget to Commissioners Court

August 29, 2013 First Public Hearing on the Proposed Tax Rate

September 4, 2013 Second Public Hearing on the Proposed Tax Rate

September 5, 2013 FY 2013-14 Proposed Budget filed with County Clerk and County Auditor

September 10, 2013 Public Hearing on FY 2013-14 Adopted Budget

September 10, 2013 Commissioners Court adopts budget and Elected Officials salaries

September 10, 2013 Commissioners Court adopts Tax Rate

September 11, 2013 FY 2013-14 Approved Budget filed with County Clerk and County
Auditor

26
BUDGET PROCESS OVERVI EW

The FY 2013-14 Adopted Budget covers a twelve-month period from October 1, 2013 through
September 30, 2014.

The purpose of the budget preparation process is to develop a work program and financial plan for Bexar
County. The goal is to produce a budget document that identifies County services, functions, and the
resources (financial, personnel, and other) that support those services and functions. It serves as a policy
document to define issues in a manner that allows Commissioners Court to make sound programmatic
and financial decisions. The budget document provides Offices and Departments with a work program in
support of their individual and collective missions. It also provides the County Manager/Budget Officer
and the County Auditor with a financial plan to assure that the County operates within its financial
means. Finally, the budget serves as an important reference document that provides extensive information
on the nature and scope of County operations and services, and as such, must be clearly understandable
by the taxpayers and citizens at large.

The budget preparation process includes four phases (Strategic Planning, Strategic Management
Activities, the Long Range Financial Forecast, and the Annual Budget), which are part of a larger
financial management process, shown below:

S ST TR RA AT TE EG GI IC C
P PL LA AN NN NI IN NG G
Financial
Management
Process
A AN NN NU UA AL L
B BU UD DG GE ET T
A AU UD DI IT TI IN NG G
S ST TR RA AT TE EG GI IC C
M MA AN NA AG GE EM ME EN NT T
A AC CT TI IV VI IT TI IE ES S
A AC CC CO OU UN NT TI IN NG G/ /
F FI IN NA AN NC CI IA AL L
R RE EP PO OR RT TI IN NG G
L LO ON NG G R RA AN NG GE E
F FI IN NA AN NC CI IA AL L F FO OR RE EC CA AS ST T
P PE ER RF FO OR RM MA AN NC CE E/ /
O OR RG GA AN NI IZ ZA AT TI IO ON N
R RE EV VI IE EW WS S
27
Phase 1 Strategic Planning

Strategic planning is the crucial link between the end of one fiscal year and the beginning of another. As
a first step in the budget development process, the County staff outlines and frames short and long-term
issues facing Bexar County and the surrounding region. It is a process that invites all County offices and
departments to have input up-front and seeks out important issues from internal and external
stakeholders. This broad range of involvement helps formulate key strategic opportunities and challenges
facing the County over the next several years. And, it is a critical factor in the success of the strategic
plan ensuring cooperation and support from the organizations leadership.

Phase 2 Strategic Management Activities

The overarching plan for linking financial management, compensation management, budget
administration, and operational accountability of County Offices and Departments is a large part of the
strategic management process. The methodology is intended to provide a more transparent, fiscally sound
method of matching service delivery demands to recurring revenues. It provides a framework that
encourages Commissioners Court and the Countys elected and appointed officials to be partners in
striving for long-term financial health.

Strategic planning is an on-going, cyclical process that encourages Offices and Departments to budget for
needed resources, implement sound management practices, document and report the results of their
programs, evaluate those results, and develop appropriate actions to improve organizational performance.
There are several key components to the planning process, as listed below, and discussed in more detail
in the following paragraphs.

Planning
Budgeting (including compensation programs)
Reporting
Evaluating
Continuous Improvement
Financial and Management Flexibility

Planning Each Office and Department is asked to develop a service and performance plan that identifies
its vision, mission, goals, and agreed upon performance measures for the upcoming fiscal year. To the
extent practicable, Offices and Departments that work together in cooperative service areas should
collaborate with each other in the development of their plans. These planning elements are incorporated
in their official budget submissions and become part of the historical budget document, providing a basis
for future evaluation of efficiency and effectiveness.

Budgeting The annual budget process allocates available funding in a balanced and systematic manner
between the needs of employees and the needs of citizens for increased services, while preserving
financial stability for the County organization.

Reporting Results Offices and Departments currently submit performance measure reports annually as a
part of the budget process. These reports, combined with the regular periodic expenditure reports
available through the County Auditors Office, provide a foundation for evaluating Office and
Department efficiency and effectiveness measured against the agreed upon standards in their service
28
and performance plan. Data reported will compare actual and projected performance to the performance
objectives identified in the service plan. Likewise, current and projected expenditures will be compared
to annual budgeted appropriations.

Evaluating Results Offices and Departments are expected to use their service and performance plans to
measure their on-going performance, and to make strategic management adjustments as needed to
achieve their overall goals, objectives, and performance measure targets. The Budget Department will
work closely with Offices and Departments to evaluate the efficiency and effectiveness of budgeted
programs. Recommendations, both from a management and budgeting perspective, will be made as
necessary to help Offices and Departments achieve success in their respective program areas. Historical,
internal performance trends (baselines) and benchmarking best practices of other similar service
providers will help the County continually improve the quality and quantity of the services we deliver to
our citizens.

Continuous Improvement The overall goal of the strategic planning and evaluation cycle is to keep the
focus on continuous improvement of the services delivered by Bexar County agencies. Rigorous tracking
and evaluation of performance and expenditure information will provide an important tool by which
offices and departments can measure their success. By measuring and forecasting both performance and
expenditures on a quarterly basis, County decision-makers will be better able to set the broad policy
goals of the organizations and adjust management programs to enhance program effectiveness.

Phase 3 Development of the Long Range Financial Forecast and Strategies

The Budget Department presents the Commissioners Court with a five-year financial forecast for the
General Fund, the Debt Service Funds, and the Flood Control Fund. Also included are any strategic
issues that could affect the County over the next five years.

The Budget Department annually prepares the Five Year Long Range Financial Forecast and Strategies
(LRFFS) for presentation to Commissioners Court and use by Offices and Departments. The forecast
includes the following: an analysis of the projected revenues, expenditures and resulting fund balances
for the Countys General Fund, Debt Service Fund, and Flood Control Fund; Fund Forecast Scenarios;
and an assessment of the major strategic issues affecting the County over the next five years.

The Commissioners Court, the Office of the County Manager and all other Offices and Departments in
the County use the LRFFS to assist in setting the Countys overall priorities and to understand the
Countys financial position. The LRFFS projects available funds as well as shortfalls for the coming
fiscal year and four future years. The methodology used to project the fund balances incorporates the
Countys financial policy of maintaining one tenth of expenditures as an operating reserve and one tenth
of the annual principal and interest payment as a debt service reserve. The forecast provides valuable
information used in developing the annual operating and capital budgets because it gives an indication of
the Countys overall current and future financial situation. Then, Commissioners Court can better assess
the need to generate additional revenue and/or reduce expenditures or the opportunity to lower taxes
and/or fund new programs.

Phase 4 Annual Budget

This phase begins with Offices and Departments submitting requests for funding based on current
operational needs, capital needs, and program changes needed to support expanded or changing
operational needs. There are formal budget review and adoption processes that guide the budget through
29
development and adoption by Commissioners Court. Budget implementation is the culmination of the
Annual Budget process.

Budget Requests:

Baseline. The baseline budget is defined as the level of service that is currently being provided by the
Office or Department and should be affected only by workload volumes and inflationary pressures. For
budget preparation purposes, requests for new positions are considered as program changes and are not
included in the baseline budget.

Capital Outlays. Capital outlays are expenditures for the acquisition of capital assets, including the cost
of land, buildings, permanent improvements, machinery, large tools, furniture, and equipment. Capital
outlays refer to those items that cost more than $5,000 per unit. Requests for new or different vehicles
(where the type of vehicle requested differs from the vehicle currently in use) are also subject to the
capital outlay process. Projects funded through the County Buildings Capital Improvement Fund are
generally defined as:

One-time investments relating to the acquisition, construction, or renovation of major facilities to
support the efficient operations of the County and requiring a significant allocation or resources
and time to design and build;

Major equipment associated with acquisition, renovation, or construction of a facility; and

Other equipment which expands a facilitys capacity for use may also be viewed as a capital
improvement. The operational life of a completed capital project must be sufficient to justify
amortization of the project cost. The required investment in a capital project must be significant
enough to justify itemized budgeting and monitoring of associated funding and expenditures.

Bexar Countys capital program includes projects identified for funding in the County Road and Bridge
Fund, all County Capital Improvement Funds, and grant-funded capital projects.

Program Changes. Program changes refer to requests to change the level of service or method of
operation. Generally, program change requests are for positions, technology and other equipment and
associated supplies, and contractual services necessary to support a new or expanded program. Program
change requests may also take the form of program reductions or elimination. Information submitted in
support of the program change describes how the proposal will improve services. Performance indicators
that measure and support the program change and justification are required and are also part of the
budget submission.

To properly assess the Countys business performance, accurate, appropriate, and meaningful
performance measures must be developed and continually updated. When utilized and implemented
properly, these measures will serve to provide offices and departments objective empirical information
critical to their decision-making processes and actions, and will also help to identify opportunities for
efficiencies and process improvements.

Submission. During the FY 2013-14 budget process, Offices and Departments submitted performance
measures as part of their baseline budget request. The submissions of program changes were considered
with priority given to those requests that were budget neutral.

30
Budget Review:

Budget Department Review. Once the budget requests have been received, the Budget Department
begins its review. At the same time, revenue estimates and expenditures are received from the County
Auditors Office. The Budget Department uses these estimates and projections, as well as tax roll
information from the Bexar Appraisal District and Bexar County Tax Assessor Collectors Office, to
formulate budget-balancing strategies.

Information Technology Review. The Bexar County Information Technology (BCIT) Department
provides technology information and services to Offices and Departments. Services include infrastructure
(networking), application development and maintenance, and technology and training support. BCIT
conducts a Technology Review of all technology-based budget requests. During the Technology Review
Process, BCIT reviews all budgetary requests for hardware and software, communication equipment, and
programming, and subsequently recommends the appropriate technology required to meet the need(s)
identified by the Office or Department.

Adoption Process:

Proposed Budget and Commissioners Court Deliberations. Once the final tax roll is received by the Tax
Assessor Collectors Office and the effective tax rate has been calculated, the Commissioners Court is
briefed on the status of the Proposed Budget. The Commissioners Court gives direction to the Office of
the County Manager and the Budget Department, particularly as relates to any possible tax rate change.

Prior to finalizing the Proposed Budget, the Budget Department will negotiate its final recommendations
with each Office and Department. After the Budget Department submits its proposed balanced budget to
Commissioners Court, the Court will conduct its review and deliberate on the proposed budget. Any
disagreement may be appealed by the Office and Department to the Commissioners Court during
Commissioners Court deliberations.

Budget Adoption. After the Commissioners Court completes its deliberations and holds required public
hearings on the proposed budget, the Court votes to adopt a budget. The Court may make any changes to
the proposed budget it deems necessary as long as the total expenditures do not exceed the total revenues
estimated by the County Auditor.

Implementation of the Budget:

Upon adoption of the budget by Commissioners Court, a copy of the budget will be filed with the County
Auditor and the County Clerk. The County Auditor will use the Adopted Budget to set up the appropriate
budgetary accounts for each Office and Department. The County Auditor is responsible for the financial
accounts of the County and the preparation of Monthly Financial Reports utilized by offices and
departments in monitoring their budgets. The Budget Department is responsible for monitoring
expenditures in accordance with the budget and for initiating appropriate budgetary transfers. Offices
and Departments are responsible for keeping expenditures within the budgeted amount and for tracking
performance indicator data.

Budget Amendment. Except through certification of the County Auditor and through approval by
Commissioners Court, the total amount appropriated in the budget cannot be amended. However, funds
may be reallocated to different expenditure accounts. These types of changes to the budget occur in the
form of budget transfers. The following briefly describes the process for approval of budget transfers.
31

The Office or Department requests a transfer of funds from one expenditure group to another. The
Budget Department evaluates the request to determine its appropriateness and the availability of funds.
The Budget Department forwards transfers of more than $100,000, along with its recommendation, for
Commissioners Court consideration. Transfers in amounts less than $100,000 are forwarded to the
County Managers Office for review and approval, if appropriate. If approved by Commissioners Court
or the County Manager, the County Auditor makes the appropriate changes in the financial management
system to reflect the approved transfer.

32
ACCOUNTING SYSTEM

The County's accounting records for governmental fund types and agency funds are maintained on a
modified accrual basis, with the revenues being recorded when available and measurable, and
expenditures being recorded when the services or goods are received and the liabilities are incurred. In
addition, encumbrances are recorded during the year. Property tax revenues are susceptible to accrual,
and are considered available to the extent collected within sixty days after the end of the fiscal year.
Proprietary/internal service funds are accounted for using the accrual basis of accounting. Revenues are
recognized when earned and expenses when they are incurred.

The Bexar County budgets are developed on a cash basis. Revenues are recognized only when collected
and expenditures are recognized when paid. Under State law, the budget cannot be exceeded in any
expenditure category. In addition, the total of the budgets for the General and certain Special Revenue
Funds cannot be increased once the budgets are adopted unless certified by the County Auditor and
approved by Commissioners Court.

Appropriations in the County Buildings Capital Improvement Fund are made on a project basis rather
than on an annual basis and are carried forward until the projects are completed. Except for capital
project, grant and federal entitlement appropriations, or for encumbrances outstanding in any fund,
unused appropriations lapse at the end of each fiscal year.

The FY 2013-14 Adopted Budget appropriates funds using the following expenditure groups. (Prior to
FY 1997-98, funds were appropriated at the line item level.)

Personnel Services
Travel and Remunerations
Operational Costs
Supplies and Materials
Capital Expenditures
Debt Requirements
Contingencies
Interfund Transactions
Recollections

Each expenditure group is the sum of individual, similar account allocations. (Each group is defined in
the Glossary section of the Appendix.) This presentation of budget data is designed to provide offices
and departments detailed information but with greater flexibility in the management and control of their
budgets. This system reduces unnecessary bureaucratic control while continuing to provide sound
financial and management information.

Although budgetary data is presented in the budget document according to expenditure group, detailed
account information has been input into the Countys financial management system.
33
ACCOUNT STRUCTURE

The County maintains budgetary control of its operating accounts through the use of various funds. A
"fund" is a balanced set of accounts with identifiable revenue sources and expenditures. It is segregated
for the purposes of measuring a specific activity. The majority of all County discretionary expenses are
included in the following fund types:

The General Fund includes expenditures for general government, judicial, public safety,
education and recreation, highways, health and public welfare, intergovernmental expenditures,
capital expenditures, and contingencies.

Road Funds includes operating and capital expenditures for road maintenance and new road
projects. Funds included in this type are:

Public Works County Road and Bridge Fund (207) (previously 096 & 280) includes
operating and capital expenditures for single year road projects. This funds main sources of
revenue are vehicle registration fees, motor vehicle sale fees, and road and bridge fees charged
when motor vehicle licenses are issued.

Public Works County Road and Bridge Fund Multi-Year Projects (700) includes capital
expenditures for multi-year road and bridge projects. This funds main source of revenue is
vehicle registration fees and debt issuances.

Texas Department of Transportation and Advanced Transportation District Multi-Year Fund
(701) includes expenditures for road projects funded through a Pass-Through Financing
Program Agreement between Bexar County and TxDOT. All construction costs associated with
these road improvements will be reimbursed to Bexar County by TxDOT and ATD.

Other Operating Funds - include resources and services such as records management,
courthouse security, child support, dispute resolution, parking facilities, technology management,
fleet maintenance, and J ustice of the Peace Technology. Funds included in this fund type are:

Capital Lease Fund (700) used primarily to fund technology and other innovative projects
undertaken by county offices and departments.

Courthouse Facilities Improvement Fund (306) includes funding for the construction,
renovation, or improvement of the facilities that house the Bexar County Civil and Criminal
Courts.

Courthouse Security Fund (203) used to offset costs for security at the County Courthouse,
J ustice Center, J uvenile Detention Center and other County offices.

Dispute Resolution Fund (214) used to fund the Bexar County Dispute Resolution Center,
which offers mediation services to Bexar County residents.

District and County Court Technology Fund (301) used to cover the expenses associated with
continuing education and training for County Court, statutory County Court, or District Court
judges, and clerks regarding technological enhancements for those courts, as well as for the
34
purchase and maintenance of technological enhancements for a County Court, statutory County
Court, or District Court.

District Clerk Technology Fee Fund (205) used to fund technology for the District Clerks
Office in order to preserve and maintain documents offices are storing electronically or in a
digital format.

Domestic Relations Office Fund (215) used to fund the probation function of the child support
collection/payment efforts.

Drug Court Fund (211) used to provide resources for the development and maintenance of drug
court programs operated within the County.

Family Protection Account Fund (121) used to provide resources for the prevention of family
violence or child abuse at the Family J ustice Center.

Fire Code Fund (212) used to account for expenditures related to building inspections for
compliance with County fire and building codes.

Fleet Maintenance Fund (504) used for costs related to the maintenance and repair of County
light vehicles.

J ustice of the Peace Technology Fund (300) used to provide funds for specific technological
enhancements for justice courts including computer systems, computer networks, computer
hardware, computer software, computer and technology supplies imaging systems, electronic
kiosks, electronic ticket writers, and docket management systems.

J ustice of the Peace Security Fund (112) used to provide funds for specific security
enhancements for justice courts including metal detectors, identification cards and systems,
electronic locking and surveillance equipment, court security personnel, signage, confiscated
weapons inventory, locks or other security devices, bulletproof glass, and education for court
security personnel.

J uvenile Case Manager Fund (213) used to provide funds for salary and benefits of a juvenile
case manager employed to provide services in cases involving juvenile offenders.

Law Library Fund (210) used to fund operational expenses associated with the Countys Law
Library and to keep reference materials current, which is available to all judges, attorneys and the
general public.

Parking Facilities Fund (206) used to fund the daily operation and maintenance of the Countys
parking facilities.

Records Management County Clerk Fund (200) used to provide funding to maintain and
preserve the essential public records of the County.

Records Management County Wide Fund (201) used to fund records management,
preservation and automation functions County-wide.

35
Records Management District Clerk Fund (202) used to fund records management and
preservation services performed by the District Clerk after a document is filed.

Storm Water Mitigation Fund (209) used to fund the Countys Storm Water Quality program,
which was mandated by the Environmental Protection Agency (EPA) and Texas Commission on
Environmental Quality (TCEQ) MS4 Phase II Storm Water rules.

Technology Improvement Fund (565) used to fund the actual purchases and expenses
associated with technology improvements in each department.

Grant Funds funds that are allocated to Bexar County by various Federal, State, and Private
sources in support of services provided by County Offices and Departments Funds within this
fund type include:

CDBG Fund (800) used to track expenditures of all Community Development Block Grants
funds.

HOME Fund (802) used to track Housing and Urban Development funds for housing
rehabilitation through the HOME Investment Partnership Program.

Grants-In-Aid Fund (800) used to account for grant revenue and expenditures for grants
received from various Federal, State, and private sources.

Capital Improvement Fund includes County Improvement Fund, Economic Development
Improvements Fund, Adult and J uvenile Detention Facilities Fund and the 2003 Bond
Referendum Fund -- used to fund capital projects, e.g., construction and renovation for detention,
courtroom, and office facilities. The majority of revenues in these funds come from the sale of
debt instruments. These funds also include Flood Control Funds, which pay annual debt service
requirements on flood control projects, as well as operating expenses associated with the Bexar
County Flood Control Department.

The Debt Service Fund (400) funded through ad valorem property tax and used to pay
principal and interest on all bonds and certificates of obligation issued by the County.

The Venue Project Fund (507) includes expenditures associated with the Community Arena
Venue Project, including construction costs, contingency accounts, Project Improvement Fund
expenditures, and debt service.

Enterprise Funds include expenditures for programs in which revenue sources cover the cost
of providing the services provided by these funds. Funds included in this fund type are:

Facilities and Parks Management Firing Range Fund (512) used to support existing and future
firearm (hand gun and shotgun) training requirements for day and night scenarios for deputies
and officers from the Bexar County Sheriffs Office, Constables, Fire Marshals and Probation
Offices.

Other Post Employment Benefit (OPEB) Fund (506) used to recognize and report post-
employment benefits for County retirees.
36
Self-Insurance Funds (501/502) used to fund the Countys various insurance plans including
health and life, flexible health, dependant care, and workers compensation.

Records Management Center Fund (505) an enterprise fund used to account for the operations
of the records storage facility.

37
FY 2011-12 FY 2012-13 FY 2013-14
Authorized Authorized Authorized
Positions Positions Positions
GENERAL FUND
AgriLife 13.5 14.5 14
Bail Bond Board 1 1 1
BiblioTech 0 5.5 6.5
Budget Department 7 8.25 7.25
Criminal District Courts 7.5 7.5 7.5
District Clerk 24 24 24
Civil District Courts 44 44 44
Community Resources
Administration 3.5 3.5 4.5
Community Programs 6 7 7
Mental Health Initiative 4 4 4
Mental Health Public Defenders 0 2 2
Veteran Services 5 5 5
Constable-Precinct 1 25 25.5 26
Constable-Precinct 2 27 27 27
County Auditor 53.5 54.5 53.5
County Clerk 138.5 141.5 144.5
County Manager 9 11 12
County Courts-at-Law 52 52.5 53
Criminal District Attorney 338 340 341.5
Criminal District Courts 53.5 52.5 52.5
DPS Highway Patrol 2 1 2
Economic Development 10 9 9
Elections 20 20 20
Facilities Management
Administration 2 2 2
Adult Detention Center 37 38 38
County Buildings 26 25 28
County Parks 47.5 47.5 47.5
Energy Services 1.5 1.5 1.5
J uvenile Institutions 21 21 21
Fire Marshal 19 19 20.5
Fire Marshal - Emergency Management Office 3 4 6
Human Resources 12.5 11.75 11.75
Information Technology 110 110 112
J udge/Commissioners Court 17 16 16
County of Bexar
Personnel Schedule By Fund and Department
FY 2013-14 Adopted Budget
38
FY 2011-12 FY 2012-13 FY 2013-14
County of Bexar
J udicial Services
J udicial Services 80 80 80
Appellate Public Defenders Office 4 4 4
Criminal Investigation Laboratory 21 23 23
Medical Examiner 43 44 47
J ury Operations 8.5 8.5 8.5
J ustice of the Peace-Precinct 1, Place 1 13 13 13
J ustice of the Peace-Precinct 1, Place 3 17 17 17
J ustice of the Peace-Precinct 2 17 17 17
J uvenile
Child Support Probation 11 11 11
Institutions 344 363 363
Probation 191 191 193
J uvenile District Courts 23 23 23
Management and Finance 9 7.25 7.25
Mental Health Department 0 0 3
Probate Courts 17 17 17
Public Works - Animal Control Services 0 0 3
Public Works - Environmental Services 5 5 5
Purchasing 19 19 18
Purchasing - SWMBE 3 4 4
Sheriff
Adult Detention 933 936 935
Law Enforcement 693 698 699.5
Support Services 43 43 45
Tax Assessor Collector 204 204 205
4th Court of Appeals 7 7 7
Total General Fund 4,088.0 4,135.3 4,164.3
OTHER FUNDS
Community Development Block Grant-CDBG 8 8 8
Community Venues ProgramOffice 7 4 3
County Buildings Capital Improvement 19 19 13
County Road and Bridge 239 239 239
Courthouse Security 27 27 27
Dispute Resolution 10 10 10
Domestic Relations Office 5 4 4
Drug Court 1 1 1
Facilities and Parks Management - Firing Range 0 2 2
Fire Code 5 5 6
39
FY 2011-12 FY 2012-13 FY 2013-14
County of Bexar
Fleet Maintenance 14 14.5 14.5
Flood Control - Cash 10 10 10
Grants-in-Aid 77.95 75.95 66.95
HOME Investment Partnership Program 2 1 1
40
FY 2011-12 FY 2012-13 FY 2013-14
County of Bexar
J ustice of the Peace - Technology 2 2 2
J uvenile Case Manager 6 6 6
Law Library 10 7 7
Facilities and Parks Management - Parking Facilities 7 7 7
Records Management Center 3 3 3
Self Insured-Health and Life 4 2.75 2.75
Self Insured-Workers Compensation 1.5 1 1
Public Works - Envionmental Services Stormwater Mitigation 5 7 7
Technology Improvement 2 2 2
Total Other Funds 465.45 458.2 443.2
Total All Funds 4,553.5 4,593.5 4,607.5
41
OFFICE/DEPARTMENTS AND POSITION TITLES ADDED DELETED
GENERAL FUND
AgriLife
Agricultural Program Technician (Part-Time) (0.50)
Agricultural Youth Educator (1.00)
Health and Wellness Program Specialist 1.00
BiblioTech
Network Architect I 1.00
Budget Department
Functional Lead and Trainer - Budget (1.00)
Civil District Courts
Chief Trial Assignments Clerk 1.00
Civil J ury Assignments Clerk (1.00)
Court Support Specialist (1.00)
District Court Staff Attorney 1.00
Community Resources - Administration
Intake Worker 1.00
Community Resources - Community Programs
Community Programs Management Analyst 1.00
Project Analyst (1.00)
Constable, Precinct 1
Administrative Clerk I 0.50
County Auditor
Staff Auditor II (1.00)
County Clerk
Bookkeeping Specialist (1.00)
Criminal Court Clerk 2.00
Lead Treasury Operations Clerk 1.00
Vital Statistics Manager 1.00
Economic Development Coordinator 1.00
Criminal District Attorney
Attorney II 1.00
Community Projects and Initiatives Coordinator (1.00)
Intern (Part-Time) 0.50
Prosecutor IV 1.00
District Clerk
Civil Operations Clerk (7.00)
Civil Operations Clerk 1.00
Court Order Clerk 0.50
Criminal Assignments Clerk 0.50
File Clerk (10.00)
Office Assistant II (1.00)
Office Assistant IV 1.00
Optical Scanning Clerk 7.00
Recording Clerk 1.00
Senior Civil Operations Clerk 7.00
DPS Highway Patrol
Office Assistant III 1.00
Economic Development
Economic Development Coordinator (2.00)
Senior Analyst 2.00
42
Facilities and Parks Management - County Buildings
Administrative Assistant (1.00)
HVAC Technician II 1.00
Maintenance Mechanic II 1.00
Project Finance and Department Administrative Lead 1.00
Technical and Contract Compliance Manager 1.00
Fire Marshal's Office
Deputy Fire Marshal 1.00
Public Safety Dispatcher 0.50
Emergency Management Office
Volunteer Services Specialist 1.00
Weapon of Mass Destruction/Hazmat Team Coordinator 1.00
Analyst Programmer I (3.00)
CHRIS Coordinator (1.00)
Mail Courier I 1.00
Network Architect I (1.00)
Network Security Administrator 1.00
Senior Software Engineer 1.00
Senior Technical Training & Support Specialist 1.00
Software Engineers 2.00
Technical Support Specialist III 1.00
Judicial Services
Administrative Supervisor 1.00
J udicial Services Data Analyst 1.00
PICU Coordinator 2.00
Pre-Trial Bond Officer I (1.00)
Pre-Trial Bond Officer II (1.00)
Pre-Trial Supervisor (1.00)
Senior Analyst (1.00)
Judicial Services - Appellate Public Defender
Chief Appellate Public Defender 1.00
Senior Appellate Public Defender (1.00)
Judicial Services - Medical Examiner
Medical Investigator 2.00
Morgue Specialist 1.00
Office Assistant III 1.00
Quality Assurance Officer (1.00)
Juvenile Probation
Access Coordinator 1.00
J uvenile Probation Officer 1.00
Mental Health Department
Director 1.00
Program Coordinator 1.00
Senior Program Analyst 1.00
Public Works - Animal Control Services
Animal Control Officers 3.00
Purchasing
Buyers (3.00)
Data Analyst 1.00
Senior Data Analyst 1.00
43
Sheriff - Adult Detention Center
Assistant J ail Administrator/Deputy Sheriff-Detention Colonel (1.00)
Deputy Chief - Administrative & Accreditation Standards 1.00
Detention Population & Intergovernmental Administrator (1.00)
Sheriff - Law Enforcement
Evidence Receipt Clerk 0.50
Technical Support Specialist IV 1.00
Sheriff - Support Services
Banking Supervisor 1.00
Human Resource Analyst 1.00
Tax Office
Project Director 1.00
67.00 (38.50)
OTHER FUNDS
Fire Code Fund
Deputy Fire Marshal 1.00
Grants-In-Aid
Access Coordinator (Access and Visitation Grant) (1.00)
Advocate (J ustice Assistance Grant) (1.00)
Case Manager (Adult Treatment Court) (2.00)
CIED Data Program Manager (Community Infrastructure & Economic Development Fund) 1.00
Intake Worker (Comprehensive Energy Assistance Program) (1.00)
J uvenile Probation Officer (J ustice Assistance Grant) (1.00)
Probation Officer (J ustice Assistance Grant-Adult Drug Court) (1.00)
Senior Probation Officer (Project Connect) (1.00)
Volunteer Services Specialist (State Homeland Security Grant) (1.00)
Weapons of Mass Destruction/Hazmat Team Coordinator (Urban Area Security Initiatives) (1.00)
Capital Improvement Program
Network Security Administrator (1.00)
Senior Software Engineer (1.00)
Senior Technical Training & Support Specialist (1.00)
Software Engineers (2.00)
Technical Support Specialist III (1.00)
Communities Venue Program
Accountant V (1.00)
2.00 (17.00)
GRAND TOTAL 69.00 (55.50)
44
Bexar County, Texas
All Funds Summary
Fiscal Year Ending September 30, 2013
FY 2012-13 FY 2012-13 FY 2013-14
All Funds - Total Available Funds Budget Estimate Budget
Carry Forward Balance 696,560,067 $ 739,275,542 $ 1,045,101,983 $
Property Taxes 316,864,055 $ 320,002,203 $ 337,125,400 $
Other Taxes 27,359,250 $ 29,855,247 $ 31,046,285 $
Venue Taxes 21,000,000 $ 23,714,131 $ 21,500,000 $
Licenses and Permits 14,927,660 $ 2,136,945 $ 2,180,375 $
Intergovernmental Revenue 56,345,828 $ 64,013,582 $ 52,837,815 $
Fees on Motor Vehicle 5,542,500 $ 20,400,887 $ 20,513,000 $
Commission on Ad ValoremTaxes 3,981,466 $ 3,977,059 $ 4,162,874 $
Service Fees 37,741,660 $ 43,033,836 $ 43,982,058 $
Fines and Forfeitures 10,842,000 $ 9,822,677 $ 12,912,000 $
Proceeds fromSales of Assets 810,200 $ 1,100,147 $ 657,000 $
Proceeds fromDebt 234,520,174 $ 571,201,016 $ 48,000,000 $
Other Revenue 9,090,842 $ 8,496,471 $ 7,872,167 $
Insurance Premiums Revenue 34,279,577 $ 38,173,044 $ 38,543,780 $
Interfund Transfers 19,359,618 $ 16,092,901 $ 23,798,505 $
TOTAL AVAILABLE FUNDS 1,489,224,897 $ 1,891,295,688 $ 1,690,233,242 $
All Funds - Total Appropriations
General Government 124,626,470 $ 130,031,837 $ 142,818,520 $
J udicial 82,957,812 $ 83,523,115 $ 81,138,149 $
Public Safety 159,216,646 $ 166,678,116 $ 159,219,333 $
Education and Recreation 4,168,773 $ 2,938,870 $ 3,031,321 $
Capital Projects 2,406,526 $ 2,621,122 $ 8,393,865 $
Highways 323,899,360 $ 105,007,782 $ 253,903,806 $
Health and Public Welfare 30,629,528 $ 21,934,385 $ 21,621,295 $
Intergovernmental Expenditures 102,009,992 $ 63,994,805 $ 70,219,786 $
Capital Expenditures 136,822,341 $ 54,578,842 $ 102,240,687 $
Contingencies 30,913,865 $ - $ 30,941,102 $
Debt Service 99,338,716 $ 106,562,213 $ 123,871,290 $
Appropriated Fund Balance 382,156,601 $ 696,559,957 $ 677,972,899 $
TOTAL APPROPRIATIONS 1,489,224,896 $ 1,542,753,662 $ 1,690,233,242 $
45

Carry Forward
Balance
43.5%
Property Taxes
22.6%
Other Taxes
2.6%
Venue Taxes
1.5%
Licenses and
Permits
1.1%
Intergovernmental
Revenue
3.9%
Service Fees
3.2%
Fines and
Forfeitures
0.8%
Proceeds from Sales
of Assets
0.2%
Proceeds from Debt
15.7%
Other Revenue
1.0%
Insurance
Premiums Revenue
2.6%
Interfund Transfers
1.2%
All Funds - FY 2011-12 Estimates
Total Available Funds: $1,383,186,673
Carry Forward
Balance
46.8%
Property Taxes
21.3%
Other Taxes
2.1%
Venue Taxes
1.4%
Licenses and
Permits
1.0%
Intergovernmental
Revenue
3.8%
Service Fees
2.9%
Fines and
Forfeitures
0.7%
Proceeds from Sales
of Assets
0.1%
Proceeds from Debt
15.7%
Other Revenue
0.6%
Insurance
Premiums Revenue
2.3%
Interfund Transfers
1.3%
All Funds - FY 2012-13 Adopted Budget
Total Available Funds: $1,392,332,435
46

General
Government
8.6%
Judicial
5.9%
Public Safety
11.4%
Education and
Recreation
0.2%
Capital Projects
0.0%
Highways
5.5%
Health and Public
Welfare
1.7%
Intergovernmental
Expenditures
2.8%
Capital
Expenditures
3.9%
Contingencies
0.0%
Debt Service
8.3%
Interfund Transfers
1.1%
Appropriated Fund
Balance
50.4%
All Funds - FY 2011-12 Estimate
Total Appropriations: $1,383,186,673
General
Government
8.4%
Judicial
5.6%
Public Safety
10.7%
Education and
Recreation
0.3%
Capital Projects
0.2%
Highways
21.7%
Health and
Public Welfare
2.1%
Intergovernmental
Expenditures
6.8%
Capital
Expenditures
9.2%
Contingencies
2.1%
Debt Service
6.7%
Interfund Transfers
0.7%
Appropriated Fund
Balance
25.7%
All Funds - FY 2012-13 Adopted Budget
Total Appropriations: $1,392,332,435
47
Bexar County, Texas
General Fund Summary
FY 2012-13 FY 2012-13 FY 2013-14
General Fund - Total Available Funds Budget Estimate Budget
Carry Forward Balance 63,770,522 $ 67,381,083 $ 63,759,586 $
Property Taxes 242,902,905 $ 245,331,150 $ 258,484,000 $
Other Taxes 13,959,000 $ 14,811,175 $ 17,397,285 $
Service Fees 25,033,310 $ 27,782,118 $ 26,859,840 $
Fees on Motor Vehicles 5,472,000 $ 6,233,500 $ 6,363,000 $
Commission on Property Taxes 3,981,466 $ 3,977,059 $ 4,162,874 $
Proceeds fromSales of Assets 807,700 $ 1,099,551 $ 656,000 $
Other Revenue 3,562,850 $ 4,182,309 $ 3,809,600 $
Interfund Transfer 3,070 $ 3,070 $ 3,070 $
TOTAL AVAILABLE FUNDS 389,416,483 $ 403,487,116 $ 418,665,711 $
General Fund - Total Appropriations
J udicial 78,488,711 $ 79,010,886 $ 76,889,276 $
Public Safety 154,183,029 $ 163,608,027 $ 156,190,309 $
Highways 5,920,904 $ 5,478,818 $ 5,876,301 $
Contingencies 14,620,221 $ - $ 30,932,633 $
Appropriated Fund Balance 49,545,135 $ 63,759,586 $ 52,041,821 $
TOTAL APPROPRIATIONS 389,416,483 $ 403,487,116 $ 418,665,711 $
48

Carry Forward Balance
16.7%
Property Taxes
60.8%
Other Taxes
3.7%
Licenses and Permits
0.5%
Intergovernmental
Revenue
5.3%
Service Fees
6.9%
Fees on Motor
Vehicles
1.5%
Commission on
Property Taxes
1.0%
Fines and
Forfeitures
2.3%
Proceeds from Sales
of Assets
0.3%
Other Revenue
1.0%
Interfund Transfer
0.001%
General Fund - FY 2012-13 Estimates
Total Available Funds: $403,487,116
Carry Forward Balance
15.2%
Property Taxes
61.7%
Other Taxes
4.2%
Licenses and
Permits
0.5%
Intergovernmental
Revenue
5.4%
Service Fees
6.4%
Fees on Motor
Vehicles
1.5%
Commission on
Property Taxes
1.0% Fines and
Forfeitures
3.0%
Proceeds from Sales
of Assets
0.2%
Other Revenue
0.9%
Interfund Transfer
0.001%
General Fund - FY 2013-14 Adopted Budget
Total Available Funds: $418,665,711
49

General
Government
18.3%
Judicial
19.6%
Public Safety
40.5%
Education and
Recreation
0.7%
Highways
1.4%
Health and Public
Welfare
1.2%
Interfund Transfers
2.4%
Appropriated Fund
Balance
15.8%
General Fund - FY 2012-13 Estimates
Total Appropriations: $403,487,116
General
Government
18.6%
Judicial
18.4%
Public Safety
37.3%
Education and
Recreation
0.7%
Highways
1.4%
Health and
Public
Welfare
1.4%
Contingencies
7.4%
Interfund Transfers
2.4%
Appropriated Fund
Balance
12.4%
General Fund - FY 2013-14 Adopted Budget
Total Appropriations: $418,665,711
50
Bexar County, Texas
All Funds Summary
Budget % of total Budget % of total
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds 1,045,101,984 $ 61.8% 63,759,586 $ 15.2%
Designated for Encumbrances - $ 0.0% - $ 0.0%
Designated for Debt Service - $ 0.0% - $ 0.0%
Total Beginning Balance 1,045,101,984 $ 61.8% 63,759,586 $ 15.2%
Revenue
Property Taxes 337,125,400 $ 19.9% 258,484,000 $ 61.7%
Other Taxes 31,046,285 $ 1.8% 17,397,285 $ 4.2%
Venue Taxes 21,500,000 $ 1.3% - $ 0.0%
Licenses and Permits 2,180,375 $ 0.1% 2,010,375 $ 0.5%
Intergovernmental Revenue 52,837,815 $ 3.1% 22,608,081 $ 5.4%
Fees on Motor Vehicles 20,513,000 $ 6,363,000 $ 1.5%
Commission on Ad ValoremTaxes 4,162,874 $ 4,162,874 $ 1.0%
Service Fees 43,982,058 $ 2.6% 26,859,840 $ 6.4%
Fines and Forfeitures 12,912,000 $ 0.8% 12,552,000 $ 3.0%
Proceeds fromSales of Assets 657,000 $ 0.0% 656,000 $ 0.2%
Proceeds fromDebt 48,000,000 $ 2.8% - $ 0.0%
Other Revenue 7,872,167 $ 0.5% 3,809,600 $ 0.9%
Insurance Premiums Revenue 38,543,780 $ 2.3% - $ 0.0%
Subtotal 621,332,754 $ 36.8% 354,903,055 $ 84.8%
Interfund Transfer 23,798,505 $ 1.4% 3,070 $ 0.0%
Total Revenues 645,131,259 $ 38.2% 354,906,125 $ 84.8%
TOTAL AVAILABLE FUNDS 1,690,233,243 $ 418,665,711 $ 100.0%
APPROPRIATIONS
General Government 142,818,520 $ 8.4% 77,721,475 $ 18.6%
J udicial 81,138,149 $ 4.8% 76,889,276 $ 18.4%
Public Safety 159,219,333 $ 9.4% 156,190,309 $ 37.3%
Education and Recreation 3,031,321 $ 0.2% 3,031,321 $ 0.7%
Capital Projects 8,393,865 $ 0.5% - $ 0.0%
Highways 253,903,806 $ 15.0% 5,876,301 $ 1.4%
Health and Public Welfare 21,621,295 $ 1.3% 5,766,897 $ 1.4%
Intergovernmental Expenditures 70,219,786 $ 4.2% - $ 0.0%
Capital Expenditures 102,240,686 $ 6.0% - $ 0.0%
Contingencies 30,941,101 $ 1.8% 30,932,633 $ 7.4%
Debt Service 123,871,290 $ 7.3% - $ 0.0%
Subtotal 997,399,152 $ 59.0% 356,408,212 $ 85.1%
Interfund Transfers 14,861,189 $ 0.9% 10,215,678 $ 2.4%
TOTAL OPERATING APPROPRIATIONS 1,012,260,341 $ 59.9% 366,623,890 $ 87.6%
Appropriated Fund Balance 677,972,902 $ 40.1% 52,041,821 $ 12.4%
TOTAL APPROPRIATIONS 1,690,233,243 $ 418,665,711 $
All Funds General Fund
51
Bexar County, Texas
All Funds Summary
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Designated for Encumbrances
Designated for Debt Service
Total Beginning Balance
Revenue
Property Taxes
Other Taxes
Venue Taxes
Intergovernmental Revenue
Fees on Motor Vehicles
Commission on Ad ValoremTaxes
Service Fees
Fines and Forfeitures
Proceeds fromSales of Assets
Proceeds fromDebt
Other Revenue
Insurance Premiums Revenue
Subtotal
Interfund Transfer
Total Revenues
TOTAL AVAILABLE FUNDS
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Intergovernmental Expenditures
Contingencies
Debt Service
Subtotal
Interfund Transfers
TOTAL OPERATING APPROPRIATIONS
Appropriated Fund Balance
TOTAL APPROPRIATIONS
Justice of the
Peace Security
Family
Protection
Records
Management-
County Clerk
County Wide
Records
Management
112 121 200 201
341,142 $ - $ 15,580,442 $ 69,319 $
- $ - $ - $ - $
- $ - $ - $ - $
341,142 $ - $ 15,580,442 $ 69,319 $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
65,000 $ 118,000 $ 5,002,000 $ 396,500 $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
350 $ - $ 22,000 $ 100 $
- $ - $ - $ - $
65,350 $ 118,000 $ 5,024,000 $ 396,600 $
- $ - $ - $ - $
65,350 $ 118,000 $ 5,024,000 $ 396,600 $
406,492 $ 118,000 $ 20,604,442 $ 465,919 $
- $ - $ 7,001,100 $ 465,850 $
50,000 $ 118,000 $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ 150,000 $ - $
- $ - $ - $ - $
- $ - $ - $ - $
50,000 $ 118,000 $ 7,151,100 $ 465,850 $
- $ - $ 99,531 $ - $
50,000 $ 118,000 $ 7,250,631 $ 465,850 $
356,492 $ - $ 13,353,811 $ 69 $
406,492 $ 118,000 $ 20,604,442 $ 465,919 $
52
Bexar County, Texas
All Funds Summary
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
Records
Management-
District Clerk
Courthouse
Security
District Court
Technology
Parking
Facilities
202 203 205 206
227,686 $ 99,993 $ 69,484 $ 874,112 $
- $ - $ - $ - $
- $ - $ - $ - $
227,686 $ 99,993 $ 69,484 $ 874,112 $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
330,100 $ 690,000 $ 218,750 $ 1,300,000 $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
290 $ 520 $ 350 $ 1,600 $
- $ - $ - $ - $
330,390 $ 690,520 $ 219,100 $ 1,301,600 $
- $ 311,883 $ - $ - $
330,390 $ 1,002,403 $ 219,100 $ 1,301,600 $
558,076 $ 1,102,396 $ 288,584 $ 2,175,712 $
- $ - $ 125,000 $ 651,076 $
425,000 $ 1,102,396 $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ 1,150 $
- $ - $ - $ - $
425,000 $ 1,102,396 $ 125,000 $ 652,226 $
- $ - $ - $ 450,000 $
425,000 $ 1,102,396 $ 125,000 $ 1,102,226 $
133,076 $ 0 $ 163,584 $ 1,073,485 $
558,076 $ 1,102,396 $ 288,584 $ 2,175,712 $
53
Bexar County, Texas
All Funds Summary
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
County Road
and Bridge
Flood Control
Cash
Storm Water
Mitigation
Law Library
207 208 209 210
16,103,603 $ 57,476,010 $ 5,250,866 $ - $
- $ - $ - $ - $
- $ - $ - $ - $
16,103,603 $ 57,476,010 $ 5,250,866 $ - $
400 $ 8,621,000 $ - $ - $
1,149,000 $ - $ - $ - $
- $ - $ - $ - $
100,000 $ - $ 70,000 $ - $
85,000 $ 20,000 $ - $ - $
14,150,000 $ - $ - $ - $
- $ - $ - $ - $
600,000 $ - $ 1,800,000 $ 500,000 $
- $ - $ - $ - $
1,000 $ - $ - $ - $
- $ - $ - $ - $
35,000 $ 115,000 $ 9,000 $ 85,400 $
- $ - $ - $ - $
16,120,400 $ 8,756,000 $ 1,879,000 $ 585,400 $
- $ - $ - $ 186,649 $
16,120,400 $ 8,756,000 $ 1,879,000 $ 772,049 $
32,224,003 $ 66,232,010 $ 7,129,866 $ 772,049 $
- $ 1,292,696 $ 1,335,812 $ - $
- $ - $ - $ 770,935 $
- $ - $ - $ - $
- $ - $ - $ - $
- $ 7,527,545 $ - $ - $
18,027,504 $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
4,281,680 $ - $ - $ - $
- $ - $ - $ 1,114 $
- $ - $ - $ - $
22,309,184 $ 8,820,241 $ 1,335,812 $ 772,049 $
4,000,000 $ - $ 95,980 $ - $
26,309,184 $ 8,820,241 $ 1,431,792 $ 772,049 $
5,914,819 $ 57,411,768 $ 5,698,074 $ - $
32,224,003 $ 66,232,010 $ 7,129,866 $ 772,049 $
54
Bexar County, Texas
All Funds Summary
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
Drug Court Fire Code
Juvenile Case
Manager
Dispute
Resolution
211 212 213 214
218,376 $ 2,466,540 $ 318,836 $ 0 $
- $ - $ - $ - $
- $ - $ - $ - $
218,376 $ 2,466,540 $ 318,836 $ 0 $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
85,000 $ 1,300,000 $ 330,000 $ 515,000 $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
450 $ 3,400 $ 350 $ 70 $
- $ - $ - $ - $
85,450 $ 1,303,400 $ 330,350 $ 515,070 $
- $ - $ - $ 95,579 $
85,450 $ 1,303,400 $ 330,350 $ 610,649 $
303,826 $ 3,769,940 $ 649,186 $ 610,649 $
- $ - $ 283,868 $ - $
78,299 $ - $ - $ 611,650 $
- $ 875,304 $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ 608,013 $ - $ - $
- $ 2,483 $ - $ - $
- $ - $ - $ - $
78,299 $ 1,485,800 $ 283,868 $ 611,650 $
- $ - $ - $ - $
78,299 $ 1,485,800 $ 283,868 $ 611,650 $
225,526 $ 2,284,140 $ 365,318 $ (1,000) $
303,826 $ 3,769,940 $ 649,186 $ 610,649 $
55
Bexar County, Texas
All Funds Summary
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
Domestic
Relations Office
Justice of the
Peace
Technology
County and
District Court
Technology
Fund
Courthouse
Facilites
215 300 301 306
115,114 $ 186,474 $ 74,972 $ 1,986,391 $
- $ - $ - $ - $
- $ - $ - $ - $
115,114 $ 186,474 $ 74,972 $ 1,986,391 $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ 270,000 $ 20,000 $ 490,000 $
360,000 $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
500 $ 500 $ 50 $ 1,700 $
- $ - $ - $ - $
360,500 $ 270,500 $ 20,050 $ 491,700 $
- $ - $ - $ - $
360,500 $ 270,500 $ 20,050 $ 491,700 $
475,614 $ 456,974 $ 95,022 $ 2,478,091 $
- $ - $ 20,000 $ - $
- $ 288,713 $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
392,064 $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ 250,000 $
- $ - $ - $ - $
- $ - $ - $ - $
392,064 $ 288,713 $ 20,000 $ 250,000 $
- $ - $ - $ - $
392,064 $ 288,713 $ 20,000 $ 250,000 $
83,550 $ 168,261 $ 75,022 $ 2,228,091 $
475,614 $ 456,974 $ 95,022 $ 2,478,091 $
56
Bexar County, Texas
All Funds Summary
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
Debt Service Health and Life
Workers
Compensation
Fleet
Maintenance
400 501 502 504
65,368,326 $ 382,836 $ 305,648 $ 295,149 $
- $ - $ - $ - $
- $ - $ - $ - $
65,368,326 $ 382,836 $ 305,648 $ 295,149 $
70,020,000 $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ 15,000 $ 573,800 $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
3,659,387 $ - $ - $ 500 $
- $ 34,546,296 $ 1,652,440 $ - $
73,679,387 $ 34,546,296 $ 1,667,440 $ 574,300 $
9,480,226 $ 3,249,511 $ 569,554 $ - $
83,159,613 $ 37,795,807 $ 2,236,994 $ 574,300 $
148,527,939 $ 38,178,643 $ 2,542,642 $ 869,449 $
- $ 38,167,665 $ 2,175,694 $ 815,557 $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ 3,249 $
102,890,245 $ - $ - $ - $
102,890,245 $ 38,167,665 $ 2,175,694 $ 818,806 $
- $ - $ - $ - $
102,890,245 $ 38,167,665 $ 2,175,694 $ 818,806 $
45,637,694 $ 10,978 $ 366,948 $ 50,643 $
148,527,939 $ 38,178,643 $ 2,542,642 $ 869,449 $
57
Bexar County, Texas
All Funds Summary
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
Records
Management
Center
OPEB Venue Firing Range
505 506 507 512
412,989 $ (812,371) $ 162,716,059 $ 83,140 $
- $ - $ - $ - $
- $ - $ - $ - $
412,989 $ (812,371) $ 162,716,059 $ 83,140 $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ 21,500,000 $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
255,850 $ - $ 1,300,000 $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ 3,500 $ 14,000 $ 50 $
- $ 2,345,044 $ - $ - $
255,850 $ 2,348,544 $ 22,814,000 $ 50 $
99,531 $ 4,812,102 $ - $ 96,836 $
355,381 $ 7,160,646 $ 22,814,000 $ 96,886 $
768,370 $ 6,348,275 $ 185,530,059 $ 180,026 $
332,499 $ 6,841,371 $ 395,633 $ 179,434 $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ - $ - $
- $ - $ 70,219,786 $ - $
27,870 $ - $ - $ - $
- $ - $ - $ 473 $
- $ - $ 20,981,045 $ - $
360,369 $ 6,841,371 $ 91,596,464 $ 179,907 $
- $ - $ - $ - $
360,369 $ 6,841,371 $ 91,596,464 $ 179,907 $
408,001 $ (493,096) $ 93,933,595 $ 120 $
768,370 $ 6,348,275 $ 185,530,059 $ 180,026 $
58
Bexar County, Texas
All Funds Summary
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
Technology
Improvement
Capital Projects
ATD and TxDOT
Multi-Year Projects
565 700 701
211,986 $ 199,626,088 $ 54,249,026 $
- $ - $ - $
- $ - $ - $
211,986 $ 199,626,088 $ 54,249,026 $
- $ - $ - $
- $ - $ 12,500,000 $
- $ - $ - $
- $ - $ - $
- $ - $ 7,400,000 $
- $ - $ - $
- $ - $ - $
947,218 $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ 48,000,000 $
- $ - $ 26,500 $
- $ - $ - $
947,218 $ - $ 67,926,500 $
- $ 4,000,000 $ - $
947,218 $ 4,000,000 $ 67,926,500 $
1,159,204 $ 203,626,088 $ 122,175,526 $
1,090,090 $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ 50,000,000 $
- $ - $ - $
- $ - $ - $
- $ 96,432,780 $ - $
- $ - $ - $
- $ - $ - $
1,090,090 $ 96,432,780 $ 50,000,000 $
- $ - $ - $
1,090,090 $ 96,432,780 $ 50,000,000 $
69,114 $ 107,193,308 $ 72,175,526 $
1,159,204 $ 203,626,088 $ 122,175,526 $
59
Bexar County, Texas
All Funds Summary
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
Flood Control
Multi-Year Projects
Grants-In-Aid
HOME
Program
702 800 802
397,044,163 $ - $ - $
- $ - $ - $
- $ - $ - $
397,044,163 $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ 20,140,000 $ 515,131 $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ 82,000 $ - $
- $ - $ - $
- $ 20,222,000 $ 515,131 $
- $ 893,564 $ - $
- $ 21,115,564 $ 515,131 $
397,044,163 $ 21,115,564 $ 515,131 $
- $ 3,923,700 $ - $
- $ 803,880 $ - $
- $ 2,153,720 $ - $
- $ - $ - $
- $ 866,320 $ - $
180,000,000 $ - $ - $
- $ 12,877,600 $ 515,131 $
- $ - $ - $
- $ 490,344 $ - $
- $ - $ - $
- $ - $ - $
180,000,000 $ 21,115,564 $ 515,131 $
- $ - $ - $
180,000,000 $ 21,115,564 $ 515,131 $
217,044,163 $ - $ - $
397,044,163 $ 21,115,564 $ 515,131 $
60
Bexar County, Texas
All Funds Summary
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
CDBG
Program
803
- $
- $
- $
- $
- $
- $
- $
- $
2,069,603 $
- $
- $
- $
- $
- $
- $
- $
- $
2,069,603 $
- $
2,069,603 $
2,069,603 $
- $
- $
- $
- $
- $
- $
2,069,603 $
- $
- $
- $
- $
2,069,603 $
- $
2,069,603 $
- $
2,069,603 $
61
Bexar County, Texas
Consolidated Fund Balance Summary
FY 2011-12 FY 2012-13 FY 2013-14
Actuals Estimate Budget
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds 671,652,503 $ 739,275,542 $ 1,045,101,984 $
Total Beginning Balance 671,652,503 $ 739,275,542 $ 1,045,101,984 $
Revenue
Property Taxes 312,328,560 $ 320,002,203 $ 337,125,400 $
Other Taxes 33,505,379 $ 29,855,247 $ 31,046,285 $
Venue Taxes 22,356,097 $ 23,714,131 $ 21,500,000 $
Fees on Motor Vehicles 20,395,853 $ 20,400,887 $ 20,513,000 $
Commission on Ad ValoremTaxes 4,244,598 $ 3,977,059 $ 4,162,874 $
Service Fees 39,457,165 $ 43,033,836 $ 43,982,058 $
Proceeds fromSales of Assets 2,627,297 $ 1,100,147 $ 657,000 $
Proceeds fromDebt 287,936,852 $ 571,201,016 $ 48,000,000 $
Other Revenue 6,082,574 $ 8,496,471 $ 7,872,167 $
Insurance Premiums Revenue 36,280,759 $ 38,173,044 $ 38,543,780 $
Subtotal 843,871,316 $ 1,135,927,245 $ 621,332,754 $
Interfund Transfer 23,229,577 $ 16,092,901 $ 23,798,505 $
Total Revenues 867,100,893 $ 1,152,020,146 $ 645,131,259 $
TOTAL AVAILABLE FUNDS 1,538,753,396 $ 1,891,295,688 $ 1,690,233,243 $
APPROPRIATIONS
J udicial 81,832,023 $ 83,523,115 $ 81,138,149 $
Public Safety 162,959,370 $ 166,678,116 $ 159,219,333 $
Capital Projects 2,565,743 $ 2,621,122 $ 8,393,865 $
Highways 112,308,874 $ 105,007,782 $ 253,903,806 $
Intergovernmental Expenditures 40,558,572 $ 63,994,805 $ 70,219,786 $
Capital Expenditures 80,525,875 $ 54,578,842 $ 102,240,686 $
Contingencies 14,883,405 $ - $ 30,941,101 $
Debt Service 116,546,874 $ 106,562,213 $ 123,871,290 $
Subtotal 776,373,998 $ 737,871,087 $ 997,399,152 $
TOTAL OPERATING APPROPRIATIONS 799,477,855 $ 846,193,705 $ 1,012,260,341 $
Appropriated Fund Balance 739,275,541 $ 1,045,101,983 $ 677,972,902 $
TOTAL APPROPRIATIONS 1,538,753,396 $ 1,891,295,688 $ 1,690,233,243 $
All Funds
62
Bexar County, Texas
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
FY 2011-12 FY 2012-13 FY 2013-14
61,003,346 $ 67,381,083 $ 63,759,586 $
61,003,346 $ 67,381,083 $ 63,759,586 $
239,427,350 $ 245,331,150 $ 258,484,000 $
17,113,635 $ 14,811,175 $ 17,397,285 $
- $ - $ - $
1,879,235 $ 1,932,369 $ 2,010,375 $
21,083,808 $ 21,290,371 $ 22,608,081 $
6,130,290 $ 6,233,500 $ 6,363,000 $
4,244,598 $ 3,977,059 $ 4,162,874 $
25,648,537 $ 27,782,118 $ 26,859,840 $
11,593,963 $ 9,463,361 $ 12,552,000 $
2,363,606 $ 1,099,551 $ 656,000 $
- $ - $ - $
4,041,768 $ 4,182,309 $ 3,809,600 $
- $ - $ - $
333,526,789 $ 336,102,963 $ 354,903,055 $
3,070 $ 3,070 $ 3,070 $
333,529,859 $ 336,106,033 $ 354,906,125 $
394,533,205 $ 403,487,116 $ 418,665,711 $
67,660,800 $ 73,858,436 $ 77,721,475 $
76,931,173 $ 79,010,886 $ 76,889,276 $
155,313,637 $ 163,608,027 $ 156,190,309 $
2,758,902 $ 2,938,870 $ 3,031,321 $
- $ - $ - $
5,248,470 $ 5,478,818 $ 5,876,301 $
4,627,094 $ 5,009,901 $ 5,766,897 $
- $ - $ - $
- $ - $ - $
- $ - $ 30,932,633 $
- $ - $ - $
312,540,076 $ 329,904,938 $ 356,408,212 $
14,612,047 $ 9,822,592 $ 10,215,678 $
327,152,123 $ 339,727,530 $ 366,623,890 $
67,381,082 $ 63,759,586 $ 52,041,821 $
394,533,205 $ 403,487,116 $ 418,665,711 $
General Fund
63
Bexar County, Texas
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
FY 2011-12 FY 2012-13 FY 2013-14
26,840,794 $ 28,991,373 $ 27,879,746 $
26,840,794 $ 28,991,373 $ 27,879,746 $
- $ - $ - $
- $ - $ - $
- $ - $ - $
54,000 $ 87,600 $ 70,000 $
33,122,753 $ 21,408,182 $ 22,724,734 $
- $ - $ - $
- $ - $ - $
10,550,862 $ 11,744,885 $ 13,430,350 $
373,004 $ 359,316 $ 360,000 $
202,930 $ - $ - $
- $ - $ - $
197,813 $ 150,126 $ 208,630 $
- $ - $ - $
44,501,362 $ 33,750,109 $ 36,793,714 $
5,970,671 $ 822,490 $ 1,487,675 $
50,472,033 $ 34,572,599 $ 38,281,389 $
77,312,827 $ 63,563,972 $ 66,161,135 $
10,094,284 $ 8,993,452 $ 13,806,406 $
4,889,979 $ 4,512,229 $ 4,248,872 $
3,920,571 $ 3,070,088 $ 3,029,024 $
- $ - $ - $
2,086,218 $ 952,000 $ 866,320 $
- $ - $ - $
25,320,412 $ 16,924,484 $ 15,854,398 $
- $ - $ - $
1,261,029 $ 679,372 $ 1,498,357 $
- $ - $ 4,746 $
- $ - $ - $
47,572,493 $ 35,131,625 $ 39,308,124 $
748,961 $ 552,601 $ 645,511 $
48,321,454 $ 35,684,226 $ 39,953,635 $
28,991,373 $ 27,879,746 $ 26,207,500 $
77,312,827 $ 63,563,972 $ 66,161,135 $
Special Revenue Funds
64
Bexar County, Texas
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
FY 2011-12 FY 2012-13 FY 2013-14
377,049,761 $ 356,732,906 $ 724,498,890 $
377,049,761 $ 356,732,906 $ 724,498,890 $
7,055,329 $ 5,637,470 $ 8,621,400 $
16,391,744 $ 15,044,072 $ 13,649,000 $
- $ - $ - $
- $ 116,976 $ 100,000 $
7,583,784 $ 15,323,685 $ 7,505,000 $
14,265,563 $ 14,167,387 $ 14,150,000 $
- $ - $ - $
543,615 $ 683,903 $ 600,000 $
- $ - $ - $
60,761 $ 596 $ 1,000 $
146,999,999 $ 567,998,913 $ 48,000,000 $
385,659 $ 284,193 $ 176,500 $
- $ - $ - $
193,286,454 $ 619,257,195 $ 92,802,900 $
2,770,000 $ 2,770,000 $ 4,000,000 $
196,056,454 $ 622,027,195 $ 96,802,900 $
573,106,215 $ 978,760,101 $ 821,301,790 $
5,025,791 $ 1,216,229 $ 1,292,696 $
10,871 $ - $ - $
3,725,162 $ - $ - $
1,075,701 $ - $ - $
479,525 $ 1,669,122 $ 7,527,545 $
107,060,404 $ 99,528,965 $ 248,027,504 $
4,120 $ - $ - $
- $ - $ - $
78,165,481 $ 53,899,470 $ 100,714,459 $
14,883,405 $ - $ - $
- $ - $ - $
210,430,460 $ 156,313,786 $ 357,562,205 $
5,942,849 $ 97,947,425 $ 4,000,000 $
216,373,309 $ 254,261,211 $ 361,562,205 $
356,732,906 $ 724,498,890 $ 459,739,585 $
573,106,215 $ 978,760,101 $ 821,301,790 $
Capital Projects Funds
65
Bexar County, Texas
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
FY 2011-12 FY 2012-13 FY 2013-14
71,160,124 $ 70,281,380 $ 65,368,326 $
71,160,124 $ 70,281,380 $ 65,368,326 $
65,845,881 $ 69,033,583 $ 70,020,000 $
- $ - $ - $
- $ - $ - $
- $ - $ - $
2,965,636 $ 1,406,285 $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
24,436,853 $ 3,202,103 $ - $
1,423,274 $ 3,609,828 $ 3,659,387 $
- $ - $ - $
94,671,644 $ 77,251,799 $ 73,679,387 $
6,392,849 $ 6,397,425 $ 9,480,226 $
101,064,493 $ 83,649,224 $ 83,159,613 $
172,224,617 $ 153,930,604 $ 148,527,939 $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
101,943,237 $ 88,562,278 $ 102,890,245 $
101,943,237 $ 88,562,278 $ 102,890,245 $
- $ - $ - $
101,943,237 $ 88,562,278 $ 102,890,245 $
70,281,380 $ 65,368,326 $ 45,637,694 $
172,224,617 $ 153,930,604 $ 148,527,939 $
Debt Service Funds
66
Bexar County, Texas
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
FY 2011-12 FY 2012-13 FY 2013-14
3,549,560 $ 260,490 $ 879,377 $
3,549,560 $ 260,490 $ 879,377 $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
1,414,151 $ 1,522,930 $ 1,791,868 $
- $ - $ - $
- $ - $ - $
- $ - $ - $
20,945 $ 250,136 $ 4,050 $
36,280,759 $ 38,173,044 $ 38,543,780 $
37,715,855 $ 39,946,110 $ 40,339,698 $
8,092,987 $ 6,099,916 $ 8,827,534 $
45,808,842 $ 46,046,026 $ 49,167,232 $
49,358,402 $ 46,306,516 $ 50,046,609 $
46,977,561 $ 45,427,139 $ 49,602,310 $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
320,351 $ - $ 27,870 $
- $ - $ 3,722 $
- $ - $ - $
47,297,912 $ 45,427,139 $ 49,633,902 $
1,800,000 $ - $ - $
49,097,912 $ 45,427,139 $ 49,633,902 $
260,490 $ 879,377 $ 412,707 $
49,358,402 $ 46,306,516 $ 50,046,609 $
Internal Service Funds
67
Bexar County, Texas
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds
Revenue
Property Taxes
Other Taxes
Venue Taxes
Service Fees
Proceeds fromDebt
Other Revenue
Subtotal
Interfund Transfer
Total Revenues
APPROPRIATIONS
General Government
J udicial
Public Safety
Capital Projects
Highways
Contingencies
Debt Service
Subtotal
Interfund Transfers
FY 2011-12 FY 2012-13 FY 2013-14
132,048,918 $ 215,628,310 $ 162,716,059 $
132,048,918 $ 215,628,310 $ 162,716,059 $
- $ - $ - $
- $ - $ - $
22,356,097 $ 23,714,131 $ 21,500,000 $
- $ - $ - $
- $ 4,585,059 $ - $
- $ - $ - $
- $ - $ - $
1,300,000 $ 1,300,000 $ 1,300,000 $
- $ - $ - $
- $ - $ - $
116,500,000 $ - $ - $
13,115 $ 19,879 $ 14,000 $
- $ - $ - $
140,169,212 $ 29,619,069 $ 22,814,000 $
- $ - $ - $
140,169,212 $ 29,619,069 $ 22,814,000 $
272,218,130 $ 245,247,379 $ 185,530,059 $
648,597 $ 536,580 $ 395,633 $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
- $ - $ - $
40,558,572 $ 63,994,805 $ 70,219,786 $
779,014 $ - $ - $
- $ - $ - $
14,603,637 $ 17,999,935 $ 20,981,045 $
56,589,820 $ 82,531,320 $ 91,596,464 $
- $ - $ - $
56,589,820 $ 82,531,320 $ 91,596,464 $
215,628,310 $ 162,716,059 $ 93,933,595 $
272,218,130 $ 245,247,379 $ 185,530,059 $
Community Venue Project Fund
68

REVENUES
69
REVENUES

Revenues are prepared and certified by the County Auditor in accordance with Texas State Statutes. The
total Bexar County Adopted Budget for FY 2013-14 includes current revenue projections of
$645,131,259. The total revenue budget represents a decrease of $506,888,886 or approximately 44.0
percent, when compared to FY 2012-13 estimated revenue of $1,152,020,146. This decrease is primarily
due to the Capital Projects Fund and the Multi-Year Flood Projects Fund due to significant debt issuances
in FY 2012-13 that covered the all capital projects. No significant debt issuances are planned for FY
2013-14.

AD VALOREM TAXES

Ad valorem tax revenue is determined by three components: total appraised property value, the tax rate
and the collection rate.

Bexar County Net Taxable Property Values
3
0
.
6
3
0
.
0
3
0
.
2
3
4
.
4
3
6
.
4
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.
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9
.
5
4
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.
7
4
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.
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4
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.
8
5
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.
7
5
7
.
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6
0
.
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6
5
.
4
7
5
.
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7
.
6
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.
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9
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4
9
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4
.
4
9
5
.
2
2
9
.
8
3
1
.
9
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
110.0
9
0
-
9
1
9
1
-
9
2
9
2
-
9
3
9
3
-
9
4
9
4
-
9
5
9
5
-
9
6
9
6
-
9
7
9
7
-
9
8
9
8
-
9
9
9
9
-
0
0
0
0
-
0
1
0
1
-
0
2
0
2
-
0
3
0
3
-
0
4
0
4
-
0
5
0
5
-
0
6
0
6
-
0
7
0
7
-
0
8
0
8
-
0
9
0
9
-
1
0
1
0
-
1
1
1
1
-
1
2
1
2
-
1
3
1
3
-
1
4
Fiscal Year
B
i
l
l
i
o
n
s

D
o
l
l
a
r
s

The Bexar Appraisal District (District) establishes appraised property values within the County in
accordance with State law. Fiscal Year 1993-94 marked a turn around in property values; it was the first
time in seven years that existing property values increased.

The most significant increases experienced in Bexar County were in FY 2006-07 (14.7 percent) and FY
2007-08 (16.7 percent). This trend continued in FY 2008-09 when taxable property values increased by
8.7 percent when compared to FY 2007-08. In FY 2009-10, an increase continued but at a diminishing
rate of approximately 3.5 percent over FY 2008-0. In FY 2010-11 property values decreased by 1.3
percent and remained relatively flat for FY 2011-12. Property tax values began to increase again in FY
2012-13 by 1.6 percent.

In 2013, property values have increased by nearly 5.5 percent or $5.5 billion. This is a significant
improvement considering last years values increased by only 1.5 percent (generated only by the value of
new property) and property values were flat in 2011. This increase is made up of two components,
property values on existing properties increased by $3.2 billion and new property generated $2.3 billion in
additional appraisal value.
70
Historical Tax Rates for Bexar County

The FY 2013-14 Adopted Budget is balanced at an ad valorem property tax rate of $0.326866 per $100
valuation unchanged from FY 2012-13. This rate represents a reduction of $.061984 or 15.9 percent
since 1995 and validates the commitment of Commissioners Court to maintain fair and equitable tax
policies. In addition, Bexar County saved taxpayers through exemptions for senior citizens, veterans, and
also provides for a Homestead Exemption. When combined with the tax rate reductions, Commissioners
Court enacted since 1994, the County has saved taxpayers more than $75 million in FY 2013-14.

GENERAL FUND REVENUES

The adopted General Fund tax rate is $0.296187. Overall, General Fund revenue increased $18,800,093
when compared to FY 2012-13 Estimates. Ad Valorem Tax revenue increased $13,152,850, or 5.4
percent when compared to the FY 2012-13 Estimate. The increase in Ad Valorem Taxes represents the
largest increase in revenues. Overall, these revenues slightly increased by 5.6 percent when compared to
FY 2012-13 Estimates.

Other sources of revenue to the County include other taxes, licenses and permits, intergovernmental,
service fees, fees on motor vehicles, commissions on ad valorem, fines and forfeitures, proceeds from
sales of assets, and other revenue. The following briefly describes the major revenue sources in each of
these categories and discusses the projected changes in the amount of revenue.

OTHER TAXES

Other Taxes includes revenue from the rendition penalty, mixed beverage tax, vehicle inventory tax
overages, and vehicle sales tax from the County Road and Bridge Fund.

Overall, revenues in this category are projected to total $17,397,285, which is an increase of $2,586,110,
or 17.5 percent when compared to FY 2012-13 Estimates. The significant increase is due to increased
mixed beverage tax and vehicle sales tax collections. The largest revenue source in this category is the
vehicle sales tax, which is budgeted at $10,345,000, an increase of $1,549,374, or 17.6 percent when
compared to the FY 2012-13 Estimate. It is anticipated that vehicle sales will continue to increase as the
economy continues to stabilize. Mixed beverage tax is also a significant revenue source and is projected
71
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
Beer and
Liquor
Licenses
Alarm System
Renewal
Permits
Marriage
Licenses
Building
Permits
Alarm System
Initial Permits
Li censes & Permi ts
FY 2013-14 BUDGET FY 2012-13 ESTIMATE FY 2011-12 ACTUAL
to generate $6,800,000, which is an increase of $1,000,000 or 17.2 percent when compared to FY 2012-
13 Estimates.

LICENSES AND PERMITS

Licenses and Permits includes revenues such as marriage licenses, bondsmen licenses, initial alarm
system and renewal permits, septic and building permits, and beer and liquor licenses. Overall, the
projected revenue in this category is $2,010,375, which is an increase of $78,006, or 4.0 percent, when
compared to the FY 2012-13 Estimates. The largest revenue source in this category is beer and liquor
license fees. Approximately $825,000 is projected to be generated in FY 2013-14, which is an increase of
$25,000, or 3.1 percent, when compared to FY 2012-13 Estimates. Another significant revenue source is
alarm system renewals, which is projected to generate $440,000 in FY 2012-13, an increase of $40,000,
or 10.0 percent.

$10,000
$100,000
$1,000,000
$10,000,000
$100,000,000
Vehicle Sales Tax Mixed Bever age Tax Vehicle Invent or y Tax
Other Taxes
FY 2013-14 BUDGET FY 2012-13 ESTIMATE FY 2011-12 ACTUAL
72
INTERGOVERNMENTAL REVENUE

Intergovernmental Revenue includes payments from various federal, state, and local agencies for services
provided by Bexar County. Overall, the projected revenue in this category is $22,608,081, which is an
increase of $1,317,710 or 6.2 percent when compared to the FY 2012-13 Estimates. The largest revenue
source in this category is Federal Prisoner Housing. Approximately $15.6 million is projected to be
collected during FY 2013-14. Commissioners Court approved a new fee schedule with the GEO Group
and the United States Marshals to house the federal inmates at the County-owned facility, which
increased the amount the County will collect. The increase is due to the contract between Bexar County
and the GEO Group Inc. and the U.S. Department of J ustice to house Federal detainees. Bexar County
will receive compensation in the amount of $64.95 per day per inmate to house Federal detainees from the
U.S. Department of J ustice, which is an increase from $58 per day, per inmate. Some of the other major
revenue intergovernmental revenue sources include County Courts supplement (Section 51), indigent
defense, and bingo jackpot.

The County Court supplement (Section 51) revenue source is received from the State for the County
Court-at-Law. The County is projected to receive $1,260,000, which is an increase of $135,000, or 12.0
percent, when compared to FY 2012-13 Estimates.

The indigent defense revenue source is also collected from the State as a partial reimbursement for local
indigent defense expenses. The County began receiving this revenue in FY 2001-02 due to Senate Bill 7
(77
th
Legislative Session), which addressed the appointments of legal counsels for indigent defendants.
The County is projected to receive $1,200,000, which is a decrease of $13,140, or 1.1 percent, when
compared to FY 2012-13 Estimates.

The bingo jackpot fees revenue source collected from persons who win a bingo prize above $5.00 (five
percent of the amount). The County collects 50 percent of these revenues. The County is projected to
collect $1,185,000, which is an increase of $35,075 or 3.1 percent when compared to FY 2012-13
Estimates.

$100,000
$1,000,000
$10,000,000
$100,000,000
Federal Prisoner
Housing
County Court
Supplement
Indigent Defense Bingo
FY 2013-14 BUDGET FY 2012-13 ESTIMATE FY 2011-12 ACTUALS
73
SERVICE FEES

Service Fees include revenue from filing of court documents, fine and fee collections, crime lab fees,
Medical Examiner fees, electronic monitoring fees, and various other fees for County services. Overall
the projected revenue from this category for FY 2013-14 is $26,859,840, which is a decrease of $922,278,
or 3.3 percent, when compared to FY 2012-13 Estimates. The major revenue sources include service
fees, filing and recording fees, crime lab fees, and court fees.

The largest revenue source in this category is collected from general service fees from offices, such as the
County Clerks Office, District Clerks Office, Sheriffs Office, J ustice of the Peace Courts, and
Constable Offices. The County is projected to collect $6,990,000 in FY 2013-14, which is a slight
increase of $19,649, or 0.3 percent, when compared to FY 2012-13 Estimates.

The filing and recordings revenue source is projected to collect $6,295,000 in FY 2013-14, which is an
increase of $80,568, or 1.3 percent, when compared to FY 2012-13 Estimates. Filings and recordings are
based on the number of County Clerk filings within the County, which are increasing.

Crime lab fees are projected to collect $2,250,000, which is a decrease of $27,198, or 1.2 percent, when
compared to FY 2012-13 Estimates. The crime lab fee is based on a fee schedule charged to outside
agencies, such as the City of San Antonio and/or the surrounding areas for services provided by the Bexar
County Criminal Laboratory.

Court fees are collected based on the amounts assessed by the elected J udges of the court, which is also
known as court costs. Court fees are projected to collect $1,946,000, which is a decrease of $250,368, or
11.4 percent, when compared to FY 2012-13 Estimates.

$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
Service Fees Filing and Recording
Fees
Crime Lab Fees Court Fees
Servi ce Fees
74
FEES ON MOTOR VEHICLES

Fees on Motor Vehicles include vehicle licenses certificates of title, certificates of titles issued, transfers
of title, mail registration fees, child safety fee, and duplicate license receipts. Overall, the projected
revenue in this category for FY 2013-14 is $6,363,000, which is a $129,500, or a 2.1 percent, increase
when compared to FY 2012-13 Estimates.

One of the major revenue sources in this category is vehicle licenses issued. This revenue projected to
generate $3,110,000, an increase of $58,600, or 1.9 percent. The other major revenue source is certificates
of title issued, which is projected to generate $2,315,000, which is an increase of $60,000, or 2.7 percent.

COMMISSIONS ON AD VALOREM TAXES

Commissions on Ad Valorem Taxes include special fees collected on behalf of other entities such as
school districts, the hospital district, or other special districts. Overall, the projected revenue in this
category for FY 2013-14 is $4,162,874, which is an increase of $185,815, or 4.7 percent, when compared
to FY 2012-13 Estimates.

$10,000
$100,000
$1,000,000
$10,000,000
Vehicle Licenses Cer t if icat es of Tit le Tr ansf er s of Tit le
Fees on Motor Vehi cl es
$10,000
$100,000
$1,000,000
$10,000,000
School & Special
Dist r ict s
Hospit al Dist r ict Municipalit ies SARA
Commi ssi ons on Ad Val orem Taxes
75
FINES AND FORFEITURES

Fines and Forfeitures include bond forfeitures and all fines generated through all courts in Bexar County.
Overall, the projected revenue in this category for FY 2013-14 is $12,552,000, which is an increase of
$3,088,639, or a 32.6 percent, when compared to FY 2012-13 Estimates.

The largest revenue source in this category is collected from fines generated by the J ustice of the Peace
Courts, Constable Offices, County and District Clerk Offices, and Adult Probation. Fines are projected at
$12,140,000 for FY 2013-14, an increase of $3,088,925, or 34.1 percent, when compared to FY 2012-13
Estimates. Bond Forfeitures also fall within this category with $412,000 projected to be collected during
FY 2013-14, which remained relatively flat when compared to the FY 2012-13 Estimate.

PROCEEDS FROM SALE OF ASSETS

Proceeds from the Sale of Assets includes rental revenue and any income received from the selling of
county assets. Overall, this category is projected to generate $656,000 during FY 2013-14. The largest
source of revenue is from rental revenue, which is projected to be $553,000, a decrease of $406,208, or
42.3 percent, when compared to the FY 2012-13 Estimate. This decrease is primarily due to the loss of
rental revenue for Elections.

$10,000
$100,000
$1,000,000
$10,000,000
$100,000,000
Fines Bond For f eit ur es
Fi nes & Forfei tures
$1
$10
$100
$1,000
$10,000
$100,000
$1,000,000
$10,000,000
Rent al Revenue Pr oceeds f r om Sale of
Asset s
Wast e, Scr aps, and Supplies
Proceeds from Sal e of Assets
76
OTHER REVENUE

Other Revenueincludes miscellaneous revenue sources such as interest earned, refunds, cashier overages,
copies, and accounts payable discounts. Overall, this category is estimated to collect $3,809,600 for FY
2013-14, which is a decrease of $372,709, or 8.9 percent. The majority of this revenue source is the
other revenue category, which includes the collection of pay phone fees from Central Magistration and
County J ail.

OTHER FUNDS REVENUE

Justice of the Peace Security Fund
The J ustice of the Peace Security Fund was created as a result of legislation passed by the 79
th
Texas
Legislature. Effective September 1, 2005, a fee of $4 is assessed to defendants convicted of misdemeanor
cases in J ustice of the Peace Courts. Of the money collected, $3 is deposited in the Courthouse Security
Fund, and $1 is deposited in the J ustice of the Peace Security Fund. The FY 2013-14 J ustice of the Peace
Security Fund is projected to generate revenues in the amount of $65,350, which is a decrease of $17,071,
or 20.7 percent, when compared to FY 2012-13 Estimates.

Family Protection Fee
Section 51.961 of the Texas Government Code provides for the mandatory collection of a $15.00 fee by
the District or County Clerk when a petition for divorce is filed. The statute provides that the monies
collected through this fee are to be deposited into a special revenue account called the Family Protection
Account. On August 10, 2010, Commissioners Court approved the use of the Family Protection Fee for
costs associated with the prevention of family violence and child abuse. The Family Protection Fee was
previously collected in the General Fund. The fund is projected to generate $118,000, which is an

Records Management - County Clerk Fund
The main purpose of the Records Management - County Clerk Fund is to provide funding to maintain and
preserve the essential public records of the County. The primary revenue sources include an archival fee
$1
$10
$100
$1,000
$10,000
$100,000
$1,000,000
$10,000,000
Other Revenue Copies Interest Earned Refunds
Other Revenue
77
and a preservation fee. During the 83
rd
Texas Legislature, House Bill 1513 was approved, which
amended the Local Government Code to temporarily raise the current cap of $5 to $10 on preservation
fees and archival fees. These temporary raises are effective between September 1, 2013 and August 31,
2019. Overall, the fund will generate approximately $5,024,000 during FY 2013-14. This is an increase
of $2,103,651, or 72 percent, when compared to FY 2012-13 Estimates.

Records Management - County Wide Fund
The Records Management County Wide Fund was created to account for revenues generated by fees for
civil cases, probate cases, and defendants convicted of an offense in a County or District Court, as well as
fees for the issuance of certain certificates. All persons must pay a $1 fee for the issuance of certain
certificates. In addition, a $5 fee is collected on civil case filings in both the County Courts and District
Courts, along with all Probate case filings. In 1999, the Legislature increased the fee from $10 to $20,
effective September 1, 1999. These funds are generally used for microfilming of records, digital imaging
of records, and costs related to record storage. These fees are projected to generate $396,600 during FY
2013-14, which is an increase of $6,724, or 1.7 percent, when compared to FY 2012-13 Estimates.

Records Management Fund District Clerk Fund
The District Clerk Records Management Fund was created as a result of legislation passed by the Texas
Legislature during the 78
th
legislative session to account for revenues generated by a $5 fee for each
document filed in the records office of the District Clerk. House Bill 1905 authorizes the District Clerk to
collect a $5 fee for records management and preservation. The fee is to be deposited into the District
Clerk Records Management and Preservation Fund for records management and preservation services
performed by the District Clerk after a document is filed. The fund is projected to generate FY 2013-14
$330,390, which is a decrease of $18,232, or 5.2 percent, when compared to FY 2012-13 Estimates.

Courthouse Security Fund
In 1993, the Texas Legislature, through Senate Bill 243, created a fee to fund security services in
buildings housing District and/or County Courts. The County uses the proceeds from these fees to help
offset security costs for those County facilities that house the courts such as the Courthouse, the J ustice
Center, the J uvenile J ustice Center, and the Tejeda J ustice Center. One of the major revenue sources is a
courthouse security fee that is assessed at $5 for felony convictions and $3 for misdemeanor convictions.
A $4 fee is also collected for misdemeanor convictions at J ustice of Peace courts. In addition, the County
receives $1 for every document filed that is not subject to the $5 security fee. The fund is projected to
generate $690,000 in these fines for FY 2013-14, which is decrease of $68,981, or 9.1 percent, when
compared to FY 2012-13 Estimates. These fees do not generate sufficient funding to cover the full costs
of security. The fund is projected to receive a General Fund inter-fund transfer of $311,883 for FY 2013-
14 to sustain the costs of courthouse security personnel. Overall, the fund is projected to generate
$1,002,403.

District Clerk Technology Fund
State law requires District Clerks to maintain a large number of court records permanently. In order to
preserve and maintain these documents, offices are storing documents electronically or in a digital
format. Senate Bill 1685 from the 81
st
Legislature authorizes the Commissioners Court of a county to
adopt a District Court Records Archive Fee for the filing of a suit, including an appeal from an inferior
court, or a cross-action, counterclaim, intervention, contempt action, motion for new trial, or third-party
petition, in a District Court in the county. This is the primary revenue source for this fund. It requires the
fee to be set and itemized in the county's budget as part of the budget preparation process and be approved
in a public meeting. This fee is for preservation and restoration services performed in connection with
maintaining District Court records. During the 83
rd
Texas Legislature, House Bill 1513 increased the cap
of the filing fee from $5 to $10, which was adopted by Commissioners Court in August 2013. The fund
is projected to generate $219,100 in FY 2013-14, which is an increase of $88,416, or 67.7 percent.

78
Parking Facilities Fund
The Facilities and Parks Management - Parking Facilities Fund was established to account for the
collection of revenues from parking fees and expenditures for the daily operation and maintenance of the
Countys parking facilities. The Parking Facilities Fund has only two sources of revenue - payments from
customers for use of the two County parking garages and interest from investments. Customer payments
are projected to generate $1,300,000 in revenue in FY 2013-14, which is a decrease of $6,699, or 0.5

County Road and Bridge Fund
During FY 2010-11 the County Road and Bridge Fund was created by consolidating the Farm to Market
and Lateral Road Fund (096) and the Special Road and Bridge Fund (280). The merging of the two funds
was done due to declining revenues from vehicles sales tax which caused a deficit in the Farm to Market
and Lateral Road Fund. The County Road and Bridge Fund continues to provide construction and
maintenance of County roadways and bridges. It also continues to combine funding for major road
improvement projects to be performed by the County, including all operational costs (personnel,
operational, supplies, and capital expenditures) related to completing those projects

Motor vehicle fees are the main revenue source for this fund. This fee is projected to generate
$14,150,000 in FY 2013-14, which is a decrease of $17,387, or 0.1 percent, when compared to FY 2012-
13 Estimates. Another major revenue source for this fund is vehicle sales tax. This revenue source is
projected to generate $1,149,000, which is a decrease of $1,049,906, or 47.7 percent, when compared to
FY 2012-13 Estimates. Other major revenue sources include building permits, State revenue which is
based on the number of road miles maintained, and platt fees. This fund usually receives an inter-fund
transfer from the General Fund. However, there is no inter-fund transfer for FY 2013-14. Overall, the
fund is projected to generate $16,120,400 for FY 2013-14, which is a decrease of $3,975,521, or 19.8
percent, when compared to FY 2012-13 Estimates. This is primarily due to the decrease in vehicle sales
tax, which is shared with the General Fund, as well as the inter-fund transfer. The percentage share
decreases each fiscal year for the County Road and Bridge Fund.

Flood Control Projects Fund
The Flood Control Fund was established to account for the accumulation of ad valorem tax revenue
collected for flood control projects including payments to the San Antonio River Authority (SARA)
pursuant to the amendatory contract. Ad valorem tax is the major revenue source for this fund. It is
projected to generate $8,621,000, which is an increase of $2,984,547 or 53.0 percent. Overall, the FY
2013-14 Flood Control Fund revenue projections total $8,756,000, which is an increase of $2,952,391, or
50.9 percent, when compared to FY 2012-13 Estimate. The Flood Control tax rate is $.030679 per $100
assessed valuation, of which $.008511 is used for maintenance and operations of the Flood Control
program.

Storm Water Mitigation Fund
In J une 2003, House Bill 2031 (78
th
Legislature) granted Bexar County the authority to implement a
Storm Water program. In December 2003, Commissioners Court approved the Bexar Countys proposed
SWMP required by the program. It was determined by the Office of the Attorney General that the
authority granted by House Bill 2031 (78
th
Legislature) in 2003 was not sufficient to move forward and
develop a funding mechanism to cover the program. In J une 2007, Senate Bill 1932 was passed allowing
entities flexibility in developing a funding mechanism. Texas Commission on Environmental Quality
(TCEQ) finally approved a general permit August 13, 2007, allowing entities like Bexar County Phase II
coverage. The fund is projected to generate $1,879,000 for FY 2013-14, which is decrease of $20,122, or
1.1 percent, when compared to FY 2012-13 Estimates.

Law Library Fund
The Law Library provides references with hard-copy books and an online database. The Law Library
79
Fund receives revenues primarily from court fines and from charges for copies. Fines are projected to
generate $500,000 in FY 2013-14. In FY 1999-00, Commissioners Court took action to raise the fee for
court costs and fines from $13 to $15. Copies are projected to generate $85,000 in FY 2013-14. Due to
declining revenues, the fund is budgeted an inter-fund transfer from the General Fund in the amount of
$186,649 for FY 2013-14, which is significantly less that FY 2012-13. The Law Library has been
implementing cost saving measures to reduce the amount of General Fund support. Overall, the fund is
projected to receive $772,049 in FY 2013-14, which is a decrease of $68,682, or 8.2 percent, when
compared to FY 2012-13 Estimates. This decrease is primarily due to the reduction in the inter-fund
transfer.

Drug Court Program Fund
The Drug Court Fund provides resources to be used exclusively for the development and maintenance of
drug court programs operated within the County. This fee is governed by the Texas Code of Criminal
Procedure, Chapter 102, Subchapter A, Article 102.0178. This fee is a direct response to the 80
th

Legislative Session and was put into effect J une 15, 2007. During the 81
st
Legislature, an increase of $10
was implemented, which was effective J anuary 1, 2010. The Drug Court Fund is projected to generate
$85,450, which is a decrease of $6,142, or 6.7 percent, when compared to FY 2012-13 Estimates.

Fire Code Fund
Revenues in the Fire Code Fund are primarily generated from fees charged by the County to review plans
for new commercial construction and inspect these buildings for compliance with Bexar County's fire and
building codes. State law mandates that counties establish a separate fund for these revenues. In an effort
to maintain the fund, fees for the Fire Code Fund were increased in FY 2010-11. In FY 2013-14, this
fund is projected to generate $1,303,400, which is a decrease of $240,637, or 15.6 percent, when

Juvenile Case Manager Fund
The J uvenile Case Manager Fund was created as a result of legislation passed by the 79
th
Texas
Legislature in the 2005 session allowing the assessment of a fee of up to $5 to defendants convicted of
fine-only misdemeanor cases in J ustice of the Peace Courts and County Courts at Law. Bexar County
Commissioners Court approved the collection of the $5 fee in 2006. This fee may only be used to provide
funds for salary and benefits of a juvenile case manager employed to provide services in cases involving
juvenile offenders. Overall, the fund is projected to generate $330,350 in FY 2013-14, which is a decrease
of $82,937, or 20.1 percent, when compared to the FY 2012-13 Estimates.

Dispute Resolution Fund
The Bexar County Dispute Resolution Center has three primary functions: mediation,
information/referral, and community education. A major revenue source for this fund is from a $10 filing
fee for every civil court case filed. This fund is projected to generate $515,000 in filing fees, which is an
increase of $7,127, or 1.4 percent, when compared to FY 2012-13 Estimates. In order to maintain the
costs of this fund, an inter-fund transfer in the amount of $95,579 will be transferred from the General
Fund into the Dispute Resolution Fund. Overall, the fund is projected to receive $610,649, which is an

Domestic Relations Office Fund
The Domestic Relations Office Fund is maintained by a $15 fee paid upon filing a child support or
paternity suit. Probation officers provide a full range of probation services including supervision, crisis
intervention, referral services, and monitoring of payments to ensure that individuals provide necessary
and required support for their children. Probationers being supervised are individuals who otherwise
would have been incarcerated for non-compliance had probation not been an option available to the
Court. The Court frequently imposes a supervision fee ranging from $5 to $25 per month, in addition to
the child support obligation. Overall, the fund is projected to generate $360,500, which is a slight
80
increase of $710, or 0.2 percent, when compared to FY 2012-13 Estimates.

Justice Of The Peace Technology Fund
The J ustice of the Peace Technology Fund was created as a result of legislation passed by the 77
th
Texas
misdemeanor cases in J ustice of the Peace Courts. Bexar County Commissioners Court approved the
collection of the $4 fee in 2001. The fee was collected for approximately two months, but was suspended
due to pending litigation. A judgment was handed down J une 30, 2003 dismissing the litigation. On
September 9, 2003, Bexar County Commissioners Court reauthorized the collection of the $4 fee. This fee
may be used to provide funds for technological enhancements for justice courts. Overall, the fund is
projected to generate $270,500, which is a decrease of $60,949, or 18.4 percent, when compared to the
FY 2012-13 Estimates.

County-Wide Court Technology Fund
The fund shall be used to cover the expenses associated with continuing education and training for
County Court, statutory County Court, or District Court judges, and clerks regarding technological
enhancements for those courts. Article 102.0169 of the Texas Code of Criminal Procedure provides for
the mandatory collection of a $4 fee by a defendant convicted of a criminal offense in a County Court,
statutory County Court, or District Court. Overall, this fund is projected to generate $20,050, which is a
decrease of $7,768, or 27.9 percent, when compared to FY 2012-13 Estimates.

Court Facilities Improvement Fund
The Court Facilities Improvement Fund was created as a result of legislation passed by the 81
st
Texas
Legislature under Section 51.706 of the Texas Government Code. The legislation allows the assessment
of a fee of up to $15 for each civil case filed in the court. The fees collected may be used for the
construction, renovation, or improvement of the facilities that house the Bexar County Civil and Criminal
Courts. Overall, the fund is projected to generate $491,700, which is a decrease of $26,517, or 5.1

Debt Service Funds
The Debt Service Fund accounts for the accumulation of ad valorem taxes collected for the purpose of
paying principal and interest on long-term and short-term debt. The County issues General Obligation
Bonds, Certificates of Obligation, Flood Control Certificates of Obligation, Pass-Through Revenue
Bonds, Refunding Bonds, and Limited Tax Road Bonds. The proceeds from the issuance of these
instruments fund capital improvement projects such as road construction, flood control projects, county
buildings, improvements to detention facilities, and countywide technology. The County sells bonds once
Commissioners Court approves the issuance of bonds or after the successful completion of a General
Obligation Bond Election. The bonds are purchased by investors and the funds generated from the sale
are allocated to construction bond funds to support specific projects or to pay existing bonds at lower
interest rates. This fund is projected to generate revenues in the amount of $83,159,613 for FY 2013-14,
which is a decrease of $489,611, or 0.6 percent, when compared to FY 2012-13 Estimates. Although,
property tax revenue has increased, revenue is slightly lower due to one-time reimbursement from HAVA
in FY 2012-13 to assist with debt payments of the Elections Warehouse. There was also a significant
debt issuance in FY 2012-13.

Self-Insured Health and Life Fund
Self-Insurance is an alternate financing system in which an employer remits only a portion of the
conventional premium to an insurer to cover the cost of administering the benefits program and of
providing specific and aggregate stop-loss insurance. The County funds a "bank account" that the
insurance company draws upon for the payment of claims. Employee and County contributions as well as
payments from retirees and COBRA participants are deposited into the account as revenue. This fund is
projected to generate $37,795,807 from insurance premiums in FY 2013-14, which is an increase of
81
$361,459 or 1.1 percent when compared to FY 2012-13 Estimates. The fund also has an inter-fund
transfer of $3,249,511 from the General Fund, which is a significant decrease when compared to FY
2012-13 Estimates due to the fund becoming more sustainable. Overall, the fund is projected to receive
$37,795,807, which is a decrease of $2,484,659, or 6.2 percent, when compared to FY 2012-13 Estimates.

Self-Insured Workers Compensation Fund
The Bexar County Workers Compensation Fund, like the Self Insured Health and Life Fund is a self-
insured program that ensures that employees that are injured or disabled on the job are provided with
adequate monetary compensation, thereby eliminating the need for litigation. The revenue is budgeted
within each respective fund at $350 per permanent position in the County. The fund is projected to
generate $2,236,994 overall in FY 2013-14, which is an increase of $566,895, or 33.9 percent.

Fleet Maintenance Fund
The Public Works - Fleet Maintenance Fund was established to provide for the safety and extended life of
the Countys light vehicles and lawn equipment. The Fleet Maintenance Fund is an internal service fund
for Bexar County. Revenue comes entirely through payments from other County Offices and Departments
that use the services. The fees charged by Fleet Maintenance to other Offices and Departments are set to
recover the costs associated with these services. The fund is projected to receive $574,300 in FY 2013-
14, which is a decrease of $2,443, or 0.4 percent, when compared to FY 2012-13 Estimates.

Records Management Center Fund
The Records Management Facility Fund is an enterprise fund created to provide space to County Offices
and Departments for the storage of records in accordance with the Local Government Records Act of
1989. The revenue is received as from the Records Management Fund County-Wide, which is based off
the amount of square footage use for each Office and Department. This fund also receives an inter-fund
transfer from the Records Management Fund County Clerk. Overall, the Records management Center
Fund is projected to receive $355,381in FY 2013-14, which is a decrease of $15,225, or 4.1 percent, when

Other Post-Employment Benefits (OPEB)Fund
In 2004, the Government Accounting Standards Board issued Statement 45, Accounting and Financial
Reporting by Employers for Post-employment Benefits Other Than Pensions. Bexar County has
established the Other Post-Employment Benefits Fund (OPEB) to address the requirements of GASB 45.
It is used for the collection and disbursement of funds related to post-employment benefits of County
retirees excluding pensions. The fund includes current year revenues and expenses for retiree medical and
life insurance benefits, as well as partial pre-funding of future anticipated expenses to offset the actuarial
accrued liabilities reported in compliance with GASB 45.

A major source of revenue for this fund is from insurance premiums from the County and the retiree. The
fund is projected to generate $2,345,044 in FY 2013-14, which is a slight increase of $7,040, or 0.3
percent, when compared to FY 2012-13 Estimates. The fund is also projected to receive an inter-fund
transfer from the General Fund in the amount of $4,812,102 in order to sustain the rising costs within this
fund. Overall, the revenue for this fund increases significantly due to the inter-fund transfer.

Community Venue Program Fund
The Community Venues Program Fund pays for projects approved by Bexar County Citizens in the May
2008 election. Funds collected are generated by the Hotel & Motel Tax and the Motor Vehicle Rental
Tax. The Hotel & Motel Tax revenue source is projected to generate $14,000,000 in FY 2013-14, which
is a decrease of $1,397,320 or 9.1 percent. The Motor Vehicle Rental Tax is projected to generate
$7,500,000, which is a decrease of $816,811, or 9.8 percent, when compared to FY 2012-13 Estimates.
Overall, the fund is projected to generate $22,814,000 in FY 2013-14, which is a decrease of $6,805,069,
82
or 23.0 percent, when compared to FY 2012-13 Estimates. This significant decrease is due to funding in
FY 2012-13 from contributions made for the Performing Arts Center for project expenses.

Firing Range Fund
The Bexar County Firing Range Facility serves Deputies and Officers from the Bexar County Sheriffs
Office, Constables Offices, Fire Marshals Office, and Probation Office as a multi-purpose, multi-
yardage facility designed to support existing and future firearm (handgun and shotgun) training
requirements for day or night scenarios. Fees have not been approved for the use of this facility to date.
Therefore, the fund receives an inter-fund transfer from the General Fund in the amount of $96,836,
which is a decrease of $96,759 or 50 percent when compared to FY 2012-13 Estimates. The decrease in
the amount needed is due to the initial inter-fund transfer carry forward balance from FY 2012-13.

Technology Improvement Fund
The purpose of the Technology Improvement Fund is to provide one source for all technology items that
are not funded with bond funds, which was implemented FY 1998-99. The fund receives its revenues
from the budgeted amounts within each respective fund, including the General Fund by Office and
Department. This fund is projected to receive $947,218 in FY 2013-14, which is an increase of $335,643,
or 54.9 percent, when compared to FY 2012-13 Estimates.

Capital Projects Fund
A few funds are included in the Capital Projects Fund: County Buildings Capital Improvement Fund,
County Road and Bridge Multi-Year Projects Fund, and Capital Lease Fund.

The County Buildings Capital Improvement Fund is used to fund improvements to County buildings as
well as major capital equipment and information technology purchases. Revenue for this fund is
generated through the issuance of Certificates of Obligation, Commercial Paper or other debt instruments.
This fund also receives intergovernmental revenue for projects with inter-local agreements. This revenue
source is dependent upon when contracts are initiated; therefore, no revenue is certified.

The County Road and Bridge Multi-Year Road Projects include those that were debt funded since FY
2005-06, as well as some projects that are cash funded in the preliminary phases. In FY 2013-14, the fund
will receive an inter-fund transfer of $4,000,000 from the Road and Bridge Fund to cover a capital project
related to roads.

Beginning in FY 2010-11, equipment formerly provided through the Capital Lease Program is now being
funded with short-term Certificates of Obligation through the County Buildings Capital Improvement
Fund. This change ensures the Countys flexibility in using different sources of debt instruments by
taking advantage of current interest rates to invest in capital, equipment and technology needs based on
the Countys upgraded bond ratings.

Overall, the Capital Projects Fund has no planned debt issuances in FY 2013-14, which shows a
significant decrease in revenues when compared to FY 2012-13 Estimates. This fund has multi-year
projects, in which the revenue continues to roll-over into each fiscal year.

Advanced Transportation District (ATD)& Texas Department of Transportation (TxDOT)Fund
Since December 2005 Bexar County has entered into six pass-through financing agreements with the
Texas Department of Transportation and Advanced Transportation District. The projects combine for
around $248 million in road improvements. The FY 2013-14 revenues for the fund include $48,000,000
from proceeds of debt issuance, $12,500,000 from the ATD sales tax, $7,400,000 from other
governmental agencies, and $26,500 from interest income.

83
Flood Control Multi-Year Projects Fund
During FY 2001-02, Commissioners Court adopted the use of flood control revenues to fund the costs
associated with road projects to alleviate flooding along those thoroughfares. These projects are funded
with long-term debt and the debt service is paid from the Flood Control tax revenue. These debt projects
are separated from the section of the fund that is cash-funded. The fund has no planned debt issuances in
FY 2013-14, which shows a significant decrease in revenues when compared to FY 2012-13 Estimates.
However, funds multi-year projects, in which the revenue continues to roll-over into each fiscal year.

Bexar County with the support of the City of San Antonio, the San Antonio River Authority (SARA), and
the engineering firm of Howard, Needles, Tammen & Burgendoff (HNTB) have identified over $1 billion
dollars in projects, of which approximately $500 million dollars in projects were prioritized to be
completed over a ten year period.

Grants-In-Aid Fund
Bexar County continuously explores opportunities to use grants to supplement annual budget allocations
in support of services provided by County offices and departments. Grant funds also serve as potential
seed money for new programs and/or services, particularly within County priority areas of concern,
identified gaps in service, and other service needs. Revenue comes from various federal and state grant
programs. Many of the grant years are different than the Countys fiscal year. Therefore, a significant
amount of funds can be carried forward each year, depending on the term of each grant. This fund is
projected to receive $21,115,564 in FY 2013-14, which is an increase of $1,493,912, or 7.6 percent, when

HOME Program Funds
The HOME Investment Partnership and American Dream Down Payment Initiative Program (ADDI)
goals are to effectively and efficiently allocate the supply of decent, safe and affordable housing for low-
to-very low income residents within the Bexar County unincorporated areas. This is the County's twenty-
second year of participating in the HOME Program. Funding is received from the United States
Department of Housing & Urban Development (HUD) program. The fund is projected to receive
$515,131 in FY 2013-14, which is a decrease of $258,695, or 33.4 percent, when compared to FY 2012-
13 Estimates.

Community Development Block Grant Funds
The CDBG Divisions goals are to effectively and efficiently allocate the supply of CDBG funding for all
eligible projects for eligible residents and areas of Bexar County. Funding is received from the United
States Department of Housing & Urban Development (HUD) program. The County is projected to receive
$2,069,603 in Community Development Block Grant (CDBG) funds in FY 2013-14, which is an increase
of $983,782 or 90.6 percent when compared to the FY 2012-13 Estimates. This will be the twenty-eighth
year that Bexar County receives funds from the U.S. Department of Housing and Urban Development.

84
Fiscal Year 2013 Fiscal Year 2013 Fiscal Year 2014
Annualized Budget Projection
100 General Fund
Ad Valorem Taxes
40000 Property Taxes - Current 241,136,450 240,150,000 254,709,000
40015 Property Taxes - Delinquent 2,860,000 2,472,655 2,825,000
40030 Tax Penalty & Interest 2,534,700 2,030,000 2,300,000
40025 TIF Dueto Other Cities (1,200,000) (1,750,000) (1,350,000)
Total 245,331,150 242,902,655 258,484,000

Other Taxes
40035 Rendition Penalty 88 250 85
40100 Mixed BeverageTax 5,800,000 5,504,000 6,800,000
40115 VehicleInventory Tax Overage 215,460 135,000 252,200
40180 VehicleSales Tax 8,795,626 8,320,000 10,345,000
Total 14,811,175 13,959,250 17,397,285
40200 MarriageLicenses Formal 392,775 378,000 398,000
40220 Bondsmen License 8,500 8,500 6,375
40225 AlarmSystemInitial Permit 130,400 155,000 136,000
40230 AlarmSystemRenewal 400,000 261,160 440,000
40235 Septic/Building Permits 200,694 136,000 205,000
40245 Beer & Liquor License 800,000 790,000 825,000
Total 1,932,369 1,728,660 2,010,375

40500 County Court Cases - Sec 51 1,125,000 1,125,000 1,260,000
40502 Prosecutor Longevity Pay 289,938 285,000 291,000
40504 Indigent Defense 1,213,140 700,000 1,200,000
40506 StateWitness Reimbursement 77,782 55,000 85,000
40510 Bingo-J ackpot 1,149,925 1,040,000 1,185,000
40514 Other Receipts FromGovernmental Entities 156,617 38,500 50,000
40516 Social Security Admin Incent 100,080 35,000 95,000
40520 UHS Interlocal 311,481 299,015 311,481
40522 Federal SCAAP 126,270 - 75,000
40524 OAG - Prisoner Transport Reimbursement 74,933 73,925 69,000
40526 Emergency Management Contribution 74,566 72,000 74,000
40527 Texas Forest Service 64,961 - -
40530 J ury Supplement Pay 467,501 456,000 425,000
40532 Grant Revenue 194,376 108,000 110,000
40534 School Lunch Program 374,394 365,000 363,500
40538 Cost Collection Recovery 829,624 755,000 810,000
40540 Fourth Court of Appeals 60,000 60,000 60,000
40544 INS Prisoner Housing 37,584 40,000 40,000
40545 Federal Prisoner Housing 13,172,566 11,600,000 14,680,000
40546 Federal BOP Reimbursement 286,300 290,000 380,000
40547 Fed US Marshal Travel West 464,751 340,000 465,000
40549 Federal US Marshal South 11,213 - -
40555 Texas Commission on Environmental Quality 18,000 15,500 18,000
40560 TitleIV-D Child First 14,840 - 11,100
40561 TitleIV-D Community Supervision 373,581 348,000 360,000
40563 TitleIV-E District Attorney Dependent & Neglect 220,947 203,500 190,000
Total 21,290,371 18,304,440 22,608,081
85
100 General Fund (cont'd)
Service Fees
41000 Child Support 158 200 150
41004 Services Fees 6,970,351 6,670,000 6,990,000
41006 Collection Fees 53,798 45,000 51,000
41007 Stormwater Collection Fees 42,756 42,000 42,500
41012 Court Fees 2,196,368 2,120,000 1,946,000
41014 AdministrativeFees 271,398 226,000 260,000
41016 CrimeLab Fees 2,277,198 1,723,815 2,250,000
41018 FalseAlarmFee 150 1,700 100
41032 Medical Examiner Fees 1,004,000 920,515 625,000
41036 Personal Bond 375,379 398,000 360,000
41038 Garnishment Fees 24,798 23,600 24,500
41042 Expungement of Record Fee 115,032 110,000 121,000
41046 Record Search Fees 4,752 5,550 4,700
41050 Condemnation Fees 1,080 1,200 1,080
41056 FireInspection Fees 97,104 58,200 103,000
41058 Passport Fees 165,714 158,000 169,500
41062 Tax Statement Mailing Fee 70,000 70,000 70,000
41064 RaceTrack Fees 10,280 7,000 9,000
41068 Certification Fees 724,085 583,000 765,000
41070 Monitoring Fees 728,049 648,100 750,000
41072 Drug Testing Fee 167,264 130,000 165,000
41078 ProbateFees 437,389 410,000 435,000
41080 Driving CourseFees 194,570 140,000 180,000
41082 School Attendance 92,616 85,000 92,000
41084 School ZoneViolation 102,974 111,000 100,500
41092 SubpoenaFees 24,806 6,000 24,500
41094 Failureto Appear County Share 59,137 48,000 55,500
41096 Mental Health Fees 222,557 175,000 215,000
41098 Child Restraint 14,284 11,500 14,000
41102 Plat Fees 86,611 32,050 83,500
41104 Return Check Fees 63,771 50,000 56,000
41106 Cancellation of Checks & Warrants 195,000 180,000 175,000
41108 Check ReissueFees 567 800 550
41110 Court Appointed Fees 1,240,637 1,125,000 950,000
41112 SWMBO Conference 30,829 33,800 30,000
41114 Beer/Liquor Application Fees 1,000 5,000 1,000
41116 Filing and Recording Fees 6,214,432 5,102,000 6,295,000
41118 J udicial Fees 60,971 63,500 61,000
41120 J ury Fees 133,549 122,300 135,000
41126 Trial Request Fees 61 80 60
41130 ServiceFees 208,284 208,000 208,000
41138 Commission Fees 970,820 950,000 970,000
41140 Restitution Fees 3,647 100 2,000
41142 Extradition Fees 103,500 19,000 61,000
41148 Transaction Fee 251,905 188,000 245,000
41154 Park Reservation Fees 295,287 323,000 305,000
41158 Master Fee/ Court Fees 139,807 122,000 134,000
41160 TimePayment Fees 205,369 219,000 205,500
41170 Stenographer 505,740 475,000 505,000
41174 Estray Animal Proceeds 39,207 13,600 21,500
41175 Adult US Marshal 3,800 6,430 2,500
41176 Adult Detention Work ReleaseProceeds 297,786 321,200 321,200
41177 Adult - Other 281,490 263,630 268,000
Total 27,782,118 24,751,870 26,859,840
86
100 General Fund (cont'd)
40205 Vehicles Licenses Issued 3,051,400 2,700,000 3,110,000
41060 Mail Registration Fee 311,982 282,000 313,000
41044 Certificates of TitleIssued 2,255,000 1,925,000 2,315,000
40210 DuplicateLicenseReceipts 36,496 115,000 30,000
41048 Transfers of Title 490,986 378,000 506,000
41100 Child Safety Fee 87,636 72,000 89,000
Total 6,233,500 5,472,000 6,363,000
Commissions on Ad Valorem Taxes
41178 Hospital District 942,559 935,647 980,865
41179 School & Special Districts 1,957,020 1,948,938 2,047,804
41180 SARA 327,006 349,345 355,136
41181 Municipalities 750,474 747,536 779,069
Total 3,977,059 3,981,466 4,162,874
Fines & Forfeitures
42000 General Fines 9,051,075 9,900,000 12,140,000
42005 Bond Forfeitures 412,286 272,000 412,000
Total 9,463,361 10,172,000 12,552,000
Proceeds from the Sale of Assets
42500 Rental Revenue 959,208 605,700 553,000
42505 Proceeds fromSaleof Assets 135,705 200,000 100,000
42510 Waste, Scrap & Supplies 4,638 2,000 3,000
Total 1,099,551 807,700 656,000
Interfund Transfers
43000 Transfers In 3,070 3,070 3,070
Total 3,070 3,070 3,070
Other Revenue
45000 Interest Earned 215 - -
45001 Investment Interest Earned 403,501 305,100 410,000
45002 Sweep Interest 2,314 6,100 2,000
45015 ProgramRevenue 4,717 - -
45020 Refunds 184,249 275,500 180,000
45025 Overages 2,104 750 1,500
45030 Other Revenue 2,200,000 2,114,800 2,200,000
45040 Accounts PayableDiscounts 408,548 250,000 150,000
45070 Copies 785,463 610,000 785,500
45090 Payment in Lieu of Taxes 660 600 600
45110 InsuranceSettlements 190,538 - 80,000
Total 4,182,309 3,562,850 3,809,600
Total General Fund 336,106,032 325,645,961 354,906,125
Estimated Unencumbered Fund Balance 9-30-13 64,301,029
87
111 Unclaimed Money Fund
Other Revenue
45000 Interest Earned 61 400 50
45001 Investment Interest 445 - 250
Total 506 400 300
Total Unclaimed Money Fund 506 400 300
Estimated Unencumbered Fund Balance 9-30-13 19,380
112 Justice of the Peace Security Fund
Service Fees
41022 CaseManagement Fee 81,739 65,000 65,000
Total 81,739 65,000 65,000
Other Revenue
Total 682 300 350
Total Justice of the Peace Security Fund 82,421 65,300 65,350
121 Family Protection Fee SB 6 Fund
Service Fees
41066 Family Protection Fee 116,613 119,000 118,000
Total 116,613 119,000 118,000
Other Revenue
45000 Interest Earned - 10 -
45001 Investment Interest 2 - -
Total 2 10 -
Total Family Protection Fee SB 6 Fund 116,615 119,010 118,000
Estimated Unencumbered Fund Balance 9-30-13 -
88
200 County Clerk Records Management Fund
Service Fees
41020 Records Management 4,257 2,000 2,000
41024 Archival Fee 1,312,811 1,100,000 2,200,000
41030 Preservation Fee 1,568,341 1,300,000 2,800,000
Total 2,885,409 2,402,000 5,002,000
Other Revenue
45000 Interest Earned 3,451 22,000 2,000
45001 Investment Interest 31,489 - 20,000
Total 34,940 22,000 22,000
Total County Clerk Records Management Fund 2,920,349 2,424,000 5,024,000
201 County Wide Records Management Fund
Service Fees
41020 Record Management Fee 389,810 392,000 396,500
Total 389,810 392,000 396,500
Other Revenue
Total 66 400 100
Total County Wide Records Management Fund 389,876 392,400 396,600
Estimated Unencumbered Fund Balance 9-30-13 69
202 District Clerk Records Management
Service Fees
41020 Records Management Fee 160 100 100
41030 Preservation Fee 347,600 315,300 330,000
Total 347,760 315,400 330,100
Other Revenue
Total 862 280 290
Total District Clerk Records Management 348,622 315,680 330,390
89
203 Courthouse Security Fund
Service Fees
41022 CourthouseSecurity Fee 436,692 380,000 390,000
41116 Filing and Recording Fee 322,289 285,000 300,000
Total 758,981 665,000 690,000
Interfund Transfers
43000 Transfers In 409,973 409,973 311,883
Total 409,973 409,973 311,883
Other Revenue
Total 786 500 520
Total Courthouse Security Fund 1,169,740 1,075,473 1,002,403

205 District Court Technology Fund
Service Fees
41116 Filing & Recording Fees 130,037 125,000 218,750
Total 130,037 125,000 218,750
Other Revenue
Total 647 200 350
Total District Court Technology Fund 130,684 125,200 219,100
206 Parking Facilities Fund
Service Fees
41136 Parking Fees 1,307,008 1,400,000 1,300,000
Total 1,307,008 1,400,000 1,300,000
Other Revenue
45000 Interest Earned 165 2,000 100
45030 Other Revenue 12 - -
Total 1,291 2,000 1,600
Total Parking Facilities Fund 1,308,299 1,402,000 1,301,600
90
207 Special Road & Bridge Fund

Ad Valorem Taxes
40015 Property Taxes-Delinquent 271 100 100
40030 Tax Penalty and Interest 746 300 300
Total 1,017 400 400
Other Taxes
40110 VehicleSales Tax 2,198,906 2,000,000 1,149,000
Total 2,198,906 2,000,000 1,149,000
40235 Building Permits 116,976 84,000 100,000
Total 116,976 84,000 100,000
Proceeds of Gen Long Term Debt
44000 Debt Proceeds
44005 Premium/Discounts 148 - -
Total 148 - -
Total 85,000 90,000 85,000
40205 VehicleLicenses 14,017,387 13,100,000 14,000,000
41034 Weight Fees 150,000 70,500 150,000
Total 14,167,387 13,170,500 14,150,000
Fees
41102 Platt Fees 683,903 250,000 600,000
Total 683,903 250,000 600,000
Proceeds from Sale of Assets
42510 Waste, Scrap & Supplies 596 2,000 1,000
Total 596 2,000 1,000
Interfund Transfers
43000 Transfers In 2,770,000 2,770,000 -
Total 2,770,000 2,770,000 -
Other Revenue
45000 Interest Earned 4,583 30,000 4,000
45020 Refunds 12,283 - -
45030 Other Revenue 2,539 2,800 -
45080 Traffic Signs 696 1,000 1,000
Total 71,988 33,800 35,000

Total Special Road & Bridge Fund 20,095,921 18,400,700 16,120,400
91
208 Flood Control Fund
Ad Valorem Taxes
40000 Property Taxes-Current 5,487,136 5,390,000 8,500,000
40015 Property Taxes-Delinquent 90,530 50,000 60,000
40030 Tax Penalty and Interest 58,783 61,000 61,000
40035 Rendition Penalty 4 - -
Total 5,636,453 5,501,000 8,621,000
Total 24,920 25,000 20,000
Other Revenue
45000 Interest Earned 13,127 150,000 15,000
45020 Refunds 6,992 - -
Total 142,236 150,000 115,000
Total Flood Control Fund 5,803,609 5,676,000 8,756,000
209 Storm Water Mitigation Fund
40240 Stormwater SiteDevelopment Permit 87,600 15,000 70,000
Total 87,600 15,000 70,000
Service Fees
41165 Stormwater Fees 1,798,676 1,800,000 1,800,000
Total 1,798,676 1,800,000 1,800,000
Other Revenue
45000 Interest Earned 1,188 10,000 1,000
Total 12,846 10,000 9,000
Total Storm Water Mitigation Fund 1,899,122 1,825,000 1,879,000
92
210 Law Library Fund
Service Fees
41028 Law Library Fee 505,831 450,000 500,000
Total 505,831 450,000 500,000
Interfund Transfers
43000 Transfers In 247,877 159,531 186,649
Total 247,877 159,531 186,649
Other Revenue
45025 Cashier Overages 180 - -
45030 Other Revenue 139 - -
45070 Copies 86,002 90,000 85,000
Total 87,023 90,400 85,400

Total Law Library Fund 840,731 699,931 772,049

211 Drug Court Program Fund
Service Fees
41012 Court Fees 91,071 80,000 85,000
Total 91,071 80,000 85,000
Other Revenue
Total 521 400 450
Total Drug Court Program Fund 91,592 80,400 85,450
212 Fire Code Fund
Service Fees
41054 FireCodeFee 1,538,505 1,000,000 1,300,000
Total 1,538,505 1,000,000 1,300,000
Other Revenue
Total 5,532 3,000 3,400
Total Fire Code Fund 1,544,037 1,003,000 1,303,400
93
213 Juvenile Case Manager Fund
Service Fees
41002 CaseManagement Fee 412,713 335,000 330,000
Total 412,713 335,000 330,000
Other Revenue
Total 574 300 350
Total Juvenile Case Manager Fund 413,287 335,300 330,350
214 Dispute Resolution Fund
Service Fees
41088 DisputeResolution Fees 507,873 515,000 515,000
Total 507,873 515,000 515,000
Interfund Transfers
43000 Transfers In 90,660 73,843 95,579
Total 90,660 73,843 95,579
Other Revenue
45000 Interest Earned - 40 10
Total 118 40 70

Total Dispute Resolution Fund 598,651 588,883 610,649
215 Domestic Relations Office Fund
Service Fees
41026 Domestic Relations Fee 359,316 380,000 360,000
Total 359,316 380,000 360,000
Other Revenue
Total 474 500 500
Total Domestic Relations Office Fund 359,790 380,500 360,500
94
300 Justice of the Peace Technology Fund
Service Fees
41124 Technology Fee 330,897 270,000 270,000
Total 330,897 270,000 270,000
Other Revenue
Total 552 500 500
Total Justice of the Peace Technology Fund 331,449 270,500 270,500

301 County Wide Court Technology Fund
Service Fees
41124 Technology Fee 27,683 20,000 20,000
Total 27,683 20,000 20,000
Other Revenue
Total 135 50 50
Total County Wide Court Technology Fund 27,818 20,050 20,050
302 Probate Contribution Fund
40529 State- ProbateSupplement 80,000 80,000 80,000
Total 80,000 80,000 80,000
Other Revenue
Total 1,674 2,000 2,000
Total Probate Contribution Fund 81,674 82,000 82,000
95
303 Probate Guardianship Fund
Service Fees
41086 Guardianship Fees 128,088 115,100 115,100
Total 128,088 115,100 115,100
Other Revenue
Total 455 300 350
Total Probate Guardianship Fund 128,543 115,400 115,450
304 Probate Education Fund
Service Fees
41078 ProbateFees 31,134 27,500 27,500
Total 31,134 27,500 27,500
Other Revenue
Total 552 450 450
Total Probate Education Fund 31,686 27,950 27,950
306 Court Facilities Improvement Fund
Courts Costs
41116 Filing & Recording Fee 514,279 480,000 490,000
Total 514,279 480,000 490,000
Revenue From Use of Assets
Total 3,938 2,000 1,700
Total Court Facilities Improvement Fund 518,217 482,000 491,700
96
320 Chapter 19 Voter Registration Fund
Intergovernmental Revenues
40542 StateChapter 19 Voter Registration 98,988 287,000 257,000
Total 98,988 287,000 257,000
Total Chapter 19 Voter Registration Fund 98,988 287,000 257,000
322 Child Abuse Prevention Fund
Service Fees
41076 Child AbusePrevention Fee 433 350 350
Total 433 350 350
Other Revenue
45001 Investment Interest 1 - -
Total 1 - -
Total Child Abuse Prevention Fund 434 350 350
324 Juvenile Delinquency Prevention Fund
Service Fees
41012 Court Fees 1,193 1,900 1,500
Total 1,193 1,900 1,500
Other Revenue
Total 46 30 30
Total Juvenile Delinquency Prevention Fund 1,239 1,930 1,530
329 Motor Vehicle Inventory Tax Fund
Use of Assets
45000 Interest Earned 100,000 - 120,000
45002 Sweep Interest 302 100 100
Total 100,302 100 120,100
Total Motor Vehicle Inventory Tax Fund 100,302 100 120,100
97
400 Debt Service Fund
Ad Valorem Taxes
40000 Current Year - Gross 67,854,678 67,430,000 68,990,000
40015 Delinquent - Gross 628,209 450,000 450,000
40030 Penalty & Interest 550,696 580,000 580,000
Total 69,033,583 68,460,000 70,020,000
40514 Other Receipts FromGovernmental Entities 1,406,285 - -
Total 1,406,285 - -
Interfund Transfers
43000 Transfers In 6,397,425 9,843,285 9,480,226
Total 6,397,425 9,843,285 9,480,226
Proceeds of Gen Long Term Debt
44000 Debt Proceeds - - -
44005 Premium/Discounts 3,202,103 - -
Total 3,202,103 - -
Other Revenue
45000 Interest Earned 82,852 1,300,000 50,000
45085 Tax Credits 2,830,653 2,959,300 2,959,387
Total 3,609,828 4,259,300 3,659,387
Total Revenues 83,649,224 82,562,585 83,159,613
98
400 Debt Service Fund (cont'd)
EXPENDITURES
52072 AdministrativeServices Fees 4,800,000 6,750
55015 $14,090,000 Refunding G O 2004 - Principal 1,080,000 780,000
55010 $14,090,000 Refunding G O 2004 - Interest 133,750 79,750
55015 $6,080,000 Unltd Tax Road 2004 - Principal 355,000 370,000
55010 $6,080,0000 Unltd Tax Road 2004 - Interest 198,750 185,970
55015 $9,400,000 Ltd Tax Bonds 2004 - Principal 520,000 235,000
55010 $9,400,000 Ltd Tax Bonds 2004 - Interest 37,750 11,750
55015 $21,355,000 Refunding G O 2005 - Principal 2,630,000 4,615,000
55010 $36,915,000 Refunding G O 2010 - Interest 1,423,000 1,362,400
55015 $14,215,000 C of O 2002 - Principal 975,000 1,030,000
55010 $14,215,000 C of O 2002 - Interest 232,925 179,300
55015 $4,240,000 Flood C of O 2002 - Principal 415,000 440,000
55010 $4,240,000 Flood C of O 2002 - Interest 88,600 67,850
55015 $14,500,000 C of O 2004 - Principal 1,015,000 1,065,000
55010 $14,500,000 C of O 2004 - Interest 263,000 212,250
55015 $3,595,000 Flood C of O 2004 - Principal 210,000 215,000
55010 $3,595,000 Flood C of O 2004 - Interest 117,728 110,168
55015 $23,960,000 C of O 2004 - Principal 3,180,000 755,000
55010 $23,960,000 C of O 2004 - Interest 196,750 37,750
55015 $71,820,000 Flood C of O 2007 - Principal 1,375,000 1,430,000
55010 $71,820,000 Flood C of O 2007 - Interest 3,294,050 3,239,050
55015 $22,385,000 Pass - Through 2007 - Principal 1,645,000 1,720,000
55010 $22,385,000 Pass - Through 2007 - Interest 770,412 699,513
55015 $19,220,000 Unltd Tax Road 2007 - Principal 785,000 815,000
55015 $22,205,000 C of O 2007 - Principal 875,000 910,000
55010 $22,205,000 C of C 2007 - Interest 888,681 853,681
55015 $15,205,000 Unltd Tax Road 2008 -Principal 575,000 600,000
55015 $54,675,000 Tax & Rev C of O 2008 - Principal 2,085,000 2,170,000
55010 $54,675,000 Tax & Rev C of O 2008 - Interest 2,162,238 2,078,838
55015 $68,975,000 Flood C of O 2008 - Principal 1,295,000 1,350,000
55015 $31,125,000 Pass-Through 2008 - Principal 2,260,000 2,375,000
55010 $31,125,000 Pass-Through 2008 - Interest 1,272,200 1,159,200
55015 $5,220,000 Pub Prop Fin C of O 2009 - Principal 1,345,000 -
55010 $5,220,000 Pub Prop Fin C of O 2009 - Interest 26,900 -
55010 $98,445,000 C of O 2009 - Interest 4,867,713 4,867,713
55010 $50,620,000 C of O 2009 - Interest 3,355,094 3,355,094
55010 $30,325,000 C of O 2010 - Interest 1,745,204 1,745,204
55015 $97,455,000 C of O 2010 - Principal 2,190,000 2,300,000
55010 $97,455,000 C of O 2010 - Interest 4,452,681 4,343,181
55010 $59,330,000 C of O 2011 - Interest 2,710,238 2,710,238
55010 $51,295,000 C of O 2011 - Interest 3,326,943 2,161,913
55015 $34,095,000 Flood C of O 2011 - Principal - 725,000
55010 $83,955,000 C of O 2013 - Interest 1,312,646 3,526,513
55010 $115,040,000 C of O 2013 - Interest - 5,924,762
55010 $350,000,000 C of O 2013 - Interest - 15,208,634
Total Expenditures - 85,334,526 99,231,350
99
501 Self Insurance- Health/Life Fund

Interfund Transfers
43000 Transfers In 5,856,790 5,856,790 3,249,511
Total 5,856,790 5,856,790 3,249,511
Other Revenue
45020 Refunds 238,839 - -
Total 238,839 - -
46000 Health InsurancePremium-Employer 24,711,292 22,091,751 25,101,024
46005 Health InsurancePremium-Employee 8,727,956 8,113,132 8,872,584
46020 LifeInsurancePremium-Employer 455,433 495,742 455,178
46030 LifeInsurancePremium-Retiree 113,551 49,320 117,410
46040 Stop Loss Recovery 176,605 100 100
Total 34,184,837 30,750,045 34,546,296
Total Self Insurance Health/Life Fund 40,280,466 36,606,835 37,795,807
502 Self Insurance- Workers Compensation Fund
Service Fees
41152 EmployeeHealth Clinic Fee 19,896 9,000 15,000
Total 19,896 9,000 15,000
Interfund Transfers
43000 Transfers In - - 569,554
Total - - 569,554
46000 Health InsurancePremium-Employer 1,650,203 1,656,656 1,652,340
46040 Stop Loss Recovery - 100 100
Total 1,650,203 1,656,756 1,652,440
Total Self Insurance Workers Compensation Fund 1,670,099 1,665,756 2,236,994
100
504 Fleet Maintenance Fund
Service Fees
41156 Fleet Maintenance 573,800 684,875 573,800
Total 573,800 684,875 573,800
Proceeds from Sale of Assets
42510 Waste, Scrap & Supplies 2,703 500 500
Total 2,703 500 500
Other Revenue
45020 Refunds 240 - -
Total 240 - -
Total Fleet Maintenance Fund 576,743 685,375 574,300
505 Records Management Center Fund
Service Fees
41020 Records Management Fee 321,075 321,075 255,850
Total 321,075 321,075 255,850
Interfund Transfers
43000 Transfers In 49,531 49,531 99,531
Total 49,531 49,531 99,531
Total Records Management Center Fund 370,606 370,606 355,381
506 Other Post Employment Benefits Fund
Interfund Transfers
43000 Transfers In - - 4,812,102
Total - - 4,812,102
Other Revenue
45000 Interest Earned 883 12,000 500
Total 4,868 12,000 3,500
46010 Health InsurancePremium-Retirees 2,123,568 1,852,978 2,345,044
46045 MedicarePart D Subsidy 214,436 150,000 -
Total 2,338,004 2,002,978 2,345,044
Total Other Post Employment Benefits Fund 2,342,872 2,014,978 7,160,646
101
507 Community Venue Program Fund
Venue Taxes
40180 Motor VehicleTax 8,316,811 7,500,000 7,500,000
40182 Hotel Occupancy Tax 15,397,320 13,500,000 14,000,000
Total 23,714,131 21,000,000 21,500,000
Service Fee
41132 Licenseand Permits Fees 1,300,000 1,300,000 1,300,000
Total 1,300,000 1,300,000 1,300,000
40514 Other Receipts FromGovernmental Entities 4,585,059 - -
Total 4,585,059 - -
Other Revenue
45000 Interest Earned 19,776 14,000 14,000
45001 Investment Interest - - -
45002 Sweep Interest 103 - -
Total 19,879 14,000 14,000
Total Community Venue Program Fund 29,619,069 22,314,000 22,814,000
509 District Attorney Hot Check Fund
Service Fees
41104 Return Checks Fee 417,837 430,000 400,000
Total 417,837 430,000 400,000
Other Revenue
45030 Other Revenue - 100 -
Total - 100 -
Total District Attorney Hot Check Fund 417,837 430,100 400,000
510 Election Contract Services Fund
Intergovernmental Revenues
40514 Other Receipts FromGovernmental Entities 3,519 2,700,000 1,300,000
Total 3,519 2,700,000 1,300,000
Service Fees
41130 ServiceFees - 210,000 72,000
Total - 210,000 72,000
Total Election Contract Services Fund 3,519 2,910,000 1,372,000
102
512 Firing Range Fund
Interfund Transfers
43000 Transfers In 193,595 - 96,836
Total 193,595 - 96,836
Other Revenue
Total 70 - 50
Total Firing Range Fund 193,665 - 96,886
565 Technology Service Fund
Service Fees
41124 Technology Fee 608,159 897,412 947,218
Total 608,159 897,412 947,218
Other Revenue
45020 Refunds 3,416 - -
Total 3,416 - -
Total Technology Service Fund 611,575 897,412 947,218
700 Capital Projects Fund
40512 Contribution for Infrastructure 3,879,102 - -
Total 3,879,102 - -
Proceeds from General Long-Term Debt
44000 Debt Proceeds 115,040,000 65,000,000 -
Total 125,998,765 65,000,000 -
Interfund Transfers
43000 Transfers In - - 4,000,000
Total - - 4,000,000
Revenue From Use of Assets
45000 Interest Earned - 100 -
Total - 100 -
Total Capital Projects Fund 129,877,867 65,000,100 4,000,000
103
701 TXDOT and ATD Pass Through Financing Fund
Other Taxes
40130 TXDot and ATD Tax 12,845,166 11,400,000 12,500,000
Total 12,845,166 11,400,000 12,500,000
40512 Contribution for Infrastructure 3,108,283 - -
40514 Other Receipts FromGovernmental Entities 7,490,585 - 7,400,000
Total 10,598,868 - 7,400,000
44000 Debt Proceeds 83,955,000 47,250,000 48,000,000
Total 92,000,000 47,250,000 48,000,000
Other Revenue
45000 Interest Earned 2,949 25,000 5,000
45002 Sweep Interest 2,743 1,500 1,500
Total 69,969 26,500 26,500
Total TXDOT and ATD Pass Through Financing Fund 115,514,003 58,676,500 67,926,500
702 Multi Year Flood Projects Fund
40512 Contribution for Infrastructure 735,795 - -
Total 735,795 - -
44000 Debt Proceeds 331,725,000 50,000,000 -
Total 350,000,000 50,000,000 -
Total Multi Year Flood Projects Fund 350,735,795 50,000,000 -
104
800 Grants-in-Aid Fund
40512 Contribution for Infrastructure - - 50,000
40532 Grant Revenue 19,460,019 36,000,000 20,000,000
Total 19,548,535 36,089,000 20,140,000

Interfund Transfers
43000 Transfers In 73,980 230,528 893,564
Total 73,980 230,528 893,564
Other Revenue
45000 Interest Earned (1,651) 2,000 1,500
45035 Donations - - 80,000
Total (863) 2,000 82,000

Total Grants-in-Aid Fund 19,621,652 36,321,528 21,115,564
802 Home Program Fund
40532 Grant Revenue 773,826 361,000 515,131
Total 773,826 361,000 515,131
Total Home Program Fund 773,826 361,000 515,131
803 CDBG Program Fund
40532 Grant Revenue 1,085,821 1,527,300 2,069,603
Total 1,085,821 1,527,300 2,069,603
Total CDBG Programs Fund 1,085,821 1,527,300 2,069,603
105

COMMUNITY PROFILE

106
Bexar County was one of 23 counties created in 1836 from a Spanish/Mexican municipality when the
Constitution of the Republic of Texas established county level government. The County derives its name
from San Antonio de Bxar, one of the 23 municipalities. San Antonio de Bxaroriginally Villa of San
Fernando de Bxarwas the first civil government established in the Spanish province of Texas. In 1731
the municipality was created when 55 Canary Islanders settled near the system of missions that had been
established at the source of the San Antonio River. The new settlement was named after the Presidio San
Antonio de Bxar, the Spanish military outpost that protected the missions. Today, Bexar County,
pronounced bear, is one of 254 Texas Counties and its government is seated in San Antonio, Texas, its
largest city.

The Commissioners Court is the overall managing/governing body of Bexar County. It is comprised of a
County J udge and four Commissioners. Each Commissioner represents a quarter of Bexar Countys
population. The County J udge is the presiding officer of the Bexar County Commissioners Court as well
as the spokesperson and ceremonial head of the County government. The Court is responsible for
budgetary decisions, tax and revenue decisions, and all personnel decisions except for certain positions
which are either elected or appointed by the judiciary or other committees. The Court also appoints and
monitors the actions of all County department heads other than those offices headed by elected officials.

The Honorable Nelson W. Wolff, former Mayor of San Antonio, is County J udge. Mr. Sergio Chico
Rodriguez is Precinct 1 Commissioner, Mr. Paul Elizondo is Precinct 2 Commissioner, Mr. Kevin Wolff
is Precinct 3 Commissioner, and Mr. Tommy Adkisson is Precinct 4 Commissioner. Mr. David Smith,
appointed by the Commissioners Court, is County Manager. Below is a map of Bexar County and its
precincts:

107
Bexars Geographic Features

Bexar County is located in south-central Texas, about 190 miles (305 km) west of Houston. Bexar County
is also on the edge of the coastal plains, only 140 miles (225 km) inland from the Gulf of Mexico. Terrain
altitude within the county varies from 600 to 1,200 feet. The San Antonio Rivers origin is north of
downtown San Antonio and flows south through the County. Other less significant rivers and streams are
the Medina, Medio, Leon, Helotes, Salado, Calvares, and Cibolo. Over 60 freshwater lakes are available
for fishing. The County residents also receive much of their water from a vast underground lake, the
Edwards Aquifer. This aquifer receives water from a 5,400 square mile area of lakes, rivers, creeks, and
rainfall.

Seven counties neighbor Bexar County: to the north Kendall and Comal counties, to the east Guadalupe
and Wilson counties, to the south Atascosa County, and to the west Medina and Bandera counties. Bexar
County encompasses 1,257 square miles of which, 685.5 square miles are unincorporated, 465.4 of which
is in the City of San Antonio and 106.1 in other incorporated municipalities.

Within Bexar County are 26 incorporated communities:

Alamo Heights Balcones Heights Castle Hills China Grove
Converse Elmendorf Fair Oaks Ranch Grey Forest
Helotes Hill Country Village Hollywood Park Kirby
Leon Valley Live Oak Lytle (partial) Olmos Park
San Antonio Schertz Selma Shavano Park
Somerset St. Hedwig Terrell Hills Universal City
Von Ormy Windcrest

Bexars Subtropical Climate

Bexar Countys climate is subtropical with mild winters and warm summers. Winters are mild with
predominately northerly winds. Average annual rainfall is 32 inches. Precipitation falls mostly from April
through September. Rainfall tends to peak between May and September, averaging 3.4 inches. Summers
are accompanied by refreshing coastal breezes from the southeast.

Temperatures in J anuary range from an average low of 41 F to an average high of 63 and in J uly from
75 to 95. The growing season averages 265 days a year, with the first freeze in early December and the
last freeze in early March. Crops include oats, sorghum, hay, corn, wheat, and a variety of fruits and
vegetables. The climate is also conducive to the raising of livestock. The Countys agreeable climate,
complimented by its popular tourist attractions such as the Alamo, the River Walk, Sea World, and Fiesta
Texas, is why it is the number one vacation destination in Texas.
1

A Modern Transportation Hub

Bexar County, proud home of the Alamo and San Antonio, the seventh largest U.S. city, is strategically
important because of its location within the U.S.
2
Because it is equidistant both to the Atlantic and Pacific
Coasts, the County is strategically vital to interstate transportation and commerce.

1
San Antonio City Guide. http://sanantoniocity.info/index.php.
2
Port San Antonio. http://www.portsanantonio.us/.
108
Texas is the leading U.S. exporter of goods and Mexicos largest U.S. trading partner.
3
In 2012, Texas
exported over $94 billion of goods to Mexico. Because Bexar County is only 2 hours and 30 minutes
from Mexico, the United States third largest trading partner, it plays a vital role in trade with Mexico.
Bexar County is less than 3 hours from Port Houston, the first largest U.S. seaport in handling foreign
waterborne tonnage, first largest in export tonnage, and second largest in total tonnage.
4
Because the
County has an advantageous access to the United States best sea lanes, it is ideally positioned to engage
in international trade.

Austin, the capital of Texas, is less than 1 hour away from Bexar County. This close proximity enables a
healthy correspondence between county officials, community business leaders, and state officials
concerning key policies impacting trade and commerce.

Additionally, Bexar County is located at the junction of three Interstate Highways, I-10, I-35, I-37 and
five U.S. highways: 81, 87, 90, 181, and 281. Loop 410 forms an inner ring around the core of the County
and the city of San Antonio. Loop 1604 forms a complete outer ring around the limits of the County and
San Antonio. Loops 410 and 1604 serve to pump transportation throughout the northern, southern,
western, and eastern regions of Bexar County and act as arteries to connect the major interstate and U.S.
highway systems mentioned above, accessing Bexar County to the rest of the United States in all
directions, north, south, west, east, and to Mexico.

Three airports serve Bexar County: the San Antonio International Airport (SAIA), the Stinson Municipal
Airport, and Port San Antonio. An additional terminal in 2010 was added to SAIA to increase its
capacity. Daily SAIA averages 260 domestic and international departures and arrivals.

During 2012,
SAIA serviced 8,243,221 passengers. It has three runways. The general runway is 5,519 feet long and 100
feet wide. The two all-weather air carrier runways are 8,502 feet long and 150 feet wide and 8,505 feet
long and 150 feet wide respectively.

The Stinson Municipal Airport, the second airport within Bexar County, is the second oldest general
aviation airport in continuous operation in the United States and is currently being expanded to increase
its capacity. Stinson has a long history because it eases air traffic at SAIA by providing an additional two
runways for corporate travelers, private aircraft owners, and private aviation companies. The runways are
4,129 feet long and 100 feet wide and 5,000 feet long and 100 feet wide respectively. Stinson is
conveniently within minutes of Bexar Countys major convention centers, business and industrial centers
(including San Antonios downtown business district), cultural attractions, and theme parks.

Port San Antonio, formerly Kelly Air Force Base, is a 1,900 acre aerospace, industrial complex and
international logistics platform that boasts an 11,500 foot runway.
5
It is also a hub for two national
railroads, Union Pacific and BSNF. These railroads are increasing their traffic at Port San Antonio as
Bexar County becomes a vital rail junction for shipping supplies and equipment to the Eagle Ford Shale
natural gas and petroleum field in South Texas.
6
Port San Antonios has over 70 tenants including
Boeing, Lockheed Martin, Standard Aero, Pratt & Whitney, Booz Allen Hamilton, and Gore Design
Completions and Cromalloy. Subsequently, Port San Antonio has become valuable real estate for
aerospace-related firms and cargo carriers.
3
U.S. Census Bureau. http://www.census.gov/foreign-trade/statistics/state/data/tx.html#ctry. 2012.
4
The Port of Houston Authority. http://www.portofhouston.com/about-us/overview/. 2013.
5
Port San Antonio. http://www.portsanantonio.us/. 2013.
6
San Antonio Business Journal. 2012. http://www.bizjournals.com/sanantonio/print-edition/2012/06/08/port-san-
antonios-rail-ex...
109
Moreover, Port San Antonio is a designated Free Trade Zone. As a Free Trade Zone, it is a mover of
goods from Latin America and Asia. Thus, Bexar County has become both an interstate and international
shipping hub and an emerging leader in global commerce.

Public transportation within Bexar County is expanding and improving. VIA Metropolitan Transit offers
a bus system with 7,080 bus stops along 91 bus lines within the County. Over 140,000 passengers use
VIA daily. VIA is expecting to receive $20.3 million in federal grants to expand its service to Bexar
County residents for FY 2013-14. The County strives to create alternative sources of funds to expand VIA
services to ever increasing numbers of passengers who have chosen VIA as a reliable and cost-effective
means to commute to work.

Emerging Demographics

Bexar Countys populous is a unique blend of Anglo, Mexican, German, and Polish cultures.
7
St.
Hedwig, to San Antonios east, is a Polish farming community. Recently the County has received an
influx of Asian immigrants from India, China, and the Middle East.

According to the 2012 U.S. Census Bureau estimate, at least 1,785,704 people live in Bexar County and
its population has increased by 4.1 percent from 2010 to 2012. The Countys 5.8 percent unemployment
rate is below both the state and national unemployment rates.
8
The slight increase in summer
unemployment is attributed to the number of students who search for employment upon graduating from
local universities and colleges such as the University of Texas at San Antonio, Texas A&M San Antonio,
Our Lady of the Lake, St. Marys, Incarnate Word, Trinity, and the Alamo Community Colleges.
9
Still,
the Countys unemployment rate is below the 6.4 percent state unemployment rate and well below the 7.3
percent national unemployment rate. Bexar Countys below average unemployment rate is one of the
many reasons it is an appealing place to live and to work.

Bexar Countys largest ethnic group is Hispanic or Latino at 58.7 percent, followed by White persons at
30.3 percent, Black/African American persons at 6.9 percent, Asian persons at 2.3 percent, the American
Indian and Alaska Native at 0.2 percent, and Native Hawaiian and other Pacific Islanders at 0.1 percent.
Those reporting two or more races or some other race alone represented 1.3 percent of the population.
10

Additionally, 81.7 percent of Bexar Countys population over 25 has a high school diploma and 25.6
percent has a bachelors degree or higher. The number of housing units in the County is 672,307 with the
average household containing 2.79 persons. The percentage of residents between the ages of 18 and 65 is
62.8 percent.

153,044 residents are veterans. These demographics suggest that housing is plentiful and
that a considerable percentage of Bexar County residents are of able and working age.

Bright Economic Developments

Bexar County is a generator of careers and its economic growth is looking brighter in the post-recession
era. According to Forbes List Of The Best Places For Business And Careers for 2013, San Antonio leads
five Texas cities in the top 25 of our list. San Antonio, like much of Texas, benefits from business costs
that are 19% below the national average.
11

7
Bigley,, J . & Permenter, P. (2012). Insiders Guide San Antonio. Guilford, CT: Morris Book Publishing, LLC.
8
Bureau of Labor Statistics. http://www.bls.gov/cps/cps_htgm.htm.
9
The San Antonio Business Journal. www.bizjournals.com/.../unemployment-creeping-up-in-san.html. 2012.
10
United States Census Bureau. http://factfinder2.census.gov/faces/nav/jsf/pages/community_facts.xhtml. 2013.
11
Forbes.com http://www.forbes.com/sites/kurtbadenhausen/2013/08/07/des-moines-tops-list-of-the-best-places-
for-business-and-careers. 2013.
110

An indicator of robust economic growth is the presence of top international accounting firms. Ernst &
Young, KPMG, and Deloitte provide services for the Countys rapidly growing business community. The
areas of those services include advisory, assurance, tax, transactions, strategic growth markets, and
specialty services.
12
These specialty services assist businesses in adjusting to and negotiating in often
challenging international trade environments.

Banking, Financial, and Lending Services and Products
Rapidly, Bexar County is becoming a market of financial services and products. USAA, the Countys
largest employer, offers financial services, financial planning, insurance, investment, and banking
products for the military service members and their families.
13
It has employed over 25,000 staff and has
grossed over $20.7 billion annually.

Frost National Bank, Broadway Bank, J efferson Bank, First State Bank, and TexStar National Bank are
the top County-based banks. Top banks with branches in the County are Frost Bank, Bank of America,
Wells Fargo, Broadway Bank, J P Morgan Chase, BBVA, and the International Bank of Commerce. The 5
largest credit unions in the area are Security Service Federal Credit Union, Randolph-Brooks Federal
Credit Union, San Antonio Federal Credit Union, Firstmark Credit Union, and Generations Federal Credit
Union. Altogether, the 25 top credit unions have held a total of $14,251,000,000in assets, received over
$11,773,000,000 in deposits, and have loaned over $11,713,000,000 in loans yearly. The top 5 Region 6
SBA 504 & 7(A) lending institutions are Superior Financial Group LLC, BBVA Compass, J PMorgan
Chase Bank NA, Wells Fargo Bank NA, and Capital Certified Development Corporation. Together, the
top 24 SBA lending institutions have guaranteed over $106,581,625 and have approved over $85,965,795
loans annually.

Top Private Sector Employers
Top private sector employers in the area are: USAA, Methodist Healthcare System, Baptist Healthcare
System, J P Morgan Chase, Six Flags Fiesta Texas, Southwest Research Institute, Sea World San Antonio,
Valero Energy Corporation, Frost National Bank, and KCI.

In 2009, Toyota added the Tacoma line to their manufacturing plant, which added almost 1,000 jobs and a
$100 million investment.
14
Toyota expects to manufacture 100,000 annually.
15
HEB, one of the largest
employers in Bexar County has recently announced plans to expand its downtown campus to include a
10,000 square foot grocery store at the corner of South Flores and E. Cesar Chavez Blvd. The total
investment of the downtown campus expansion is estimated to be around $100 million dollars.
16

Military County USA
Bexar County has the largest military establishment in the United States, which is why it is called
Military County USA.
17
The County is home to two Air Force Bases, Lackland and Randolph, and 3
army installations, Fort Sam Houston, Camp Bullis, and Camp Stanley. Combined, these massive
installations employ over 74,500 military and civilian personnel. Their economic impact is over $4.9
12
Ernst & Young Global Limited. http://www/ey.com/US/en/Services/Specialty-Services.
13
San Antonio Business Journal Book of Lists. 2010.
14
Toyota Launches Tacoma Production in San Antonio. http://www.prnewswire.com/news-releases/toyota-
launches-tacoma-production-in-san-antonio-100122014.html. 2009.
15
Tacoma Production Moves to San Antonio Toyota Plant. http://www.freerepublic.com/focus/f-
news/2326423/posts. 2009.
16
San Antonio Express News, http://blog.mysanantonio.com/downtown/2013/11/main-avenue-group-says-road-is-
unsellable/. 2013.
17
San Antonio Economy: Major Industries and Commercial Activity. http://www.city-data.com/us-cities/The-
South/San-Antonio-Economy.html. 2009.
111
billion. The San Antonio Military Medical Center (SAMMC) is now the Defense Departments largest
impatient hospital and it is the Departments only level 1 trauma center within the continental United
States. SAMMC has have 425 impatient beds and 32 operating rooms.
18

Medical and Biomedical Industries
Bexar County is home to 33 hospitals, 2 research centers, and 12 other health care institutions. There are
over a dozen bioscience and healthcare companies operating in Bexar County, employing over 140,000
individuals. The 5 largest hospitals in Bexar County are the Baptist Medical Center, the University
Hospital, the Methodist Hospital, the Christus Santa Rosa Hospital-City Centre, and the Methodist
Specialty & Transplant Hospital.
19
The top 24 hospitals combined provide care for over 249,630 patients
annually. The medical and biomedical community generates over $11.9 billion for the area.

Significant successes in the medical and biomedical industries continue to occur within Bexar County. In
J une 2010, InCube announced its plans to establish InCube Labs Texas. Since then, InCube has formally
opened its doors. As part of the move, three of InCubes subsidiariesCorhythm, Neurolink and Fe3
Medicalhave also relocated to its new research facility.
20
The 20,000 square foot facility in San
Antonio includes wet labs, machine shop and a two class 100 clean rooms providing the necessary
equipment and facilities for developing life science companies.

Commercial Construction
The Countys commercial construction market is one of the healthiest in the country primarily due to $3
billion in military construction work over the next few years and major public projects, such as the
University Health System's $900 million capital improvements program. The Robert B. Green campus, a
290,000 sq. ft. six-story clinical pavilion, was opened on J anuary 2013 and the University Hospital is
scheduled to open in early 2014.
21
These projects will have a significant impact on local construction and
will have positive long-term effects to health care services for citizens.

Energy
Valero Energy Corporation, Tesoro, and NuStar Energy (the Fortune 38
th
best company to work for),
headquarters in Bexar County, are among the most successful U.S. natural gas and petroleum firms.
Combined, their 2011 net revenues totaled $2,874,461,000. CPS Energy is the nations largest
municipally owned energy utility providing both natural gas and electric service. It serves more than
717,000 electric customers and 325,000 natural gas customers in and around the seventh-largest city in
the nation.
22
In 2013 it earned $2,256,531,000 in revenues and $575,005,000 in net income.

The Eagle Ford Shale oil and gas reservoir will undoubtedly be an enormous source of economic
development for Bexar County as oil and gas companies drill. The shale deposits thickness averages 475
feet and the entire shale reservoir comprehends 30 Texas counties.

An Overall Friendly Climate
Due to low taxes and relatively few regulations, Bexar Countys economy is highly favorable compared
to other economies across the Nation. Due to the expansion of military medicine at Fort Sam Houston,
18
SAMMC Now the Largest Military Medical Facility. http://www.mysanantonio.com/news/military/article/New-
CoTo-makes-SAMMC-largest-... 2012.
19
San Antonio Business Journal. 2012. http://www.bizjournals.com/sanantonio/print-edition/2012/06/08/port-san-
antonios-rail-ex...
20
InCube Labs Texas. http://www.incubelabs.com/about/icl-texas/. 2010.
21
University Health System, http://www.universityhealthsystem.com/our-vision/. 2013.
22
CPS Energy: Who We Are. http://cpsenergy.com/About_CPS_Energy/Who_We_Are/. 2012.
112
Toyotas expanded production of the Tacoma, and ongoing economic development initiatives underway,
the economy in Bexar County remains solid.

A Leader in Academics and Research

Bexar County has become a metropolis of academics and research. It is home to over 40 universities,
colleges, and technical institutes serving over 154,011 students. The main universities and colleges
serving students are the University of Texas-San Antonio (UTSA), Texas A&M-San Antonio (TAMU-
SA), St. Marys University, Our Lady of the Lake University, Incarnate Word, Trinity University, and the
Alamo Colleges. The Alamo Colleges include 5 colleges, which serve each of Bexar Countys regions:
Northeast Lakeview College, Northwest Vista College, Palo Alto College, St. Phillips College, and San
Antonio Community College. Together, in 2013 they enrolled 62,377 students.

The University of Texas-San Antonio
UTSA confers the most degrees in South Texas, contributes over $1.2 billion to the Bexar County
economy, and supports over 15,720 jobs in South Texas. 29,000 students enrolled in UTSA during Fall
2013. Of those who attended 4,264 enrolled to complete a master or doctoral program. Presently UTSA
has 8 colleges and offers over 142 academic degree programs.
23
Its Graduate School offered 52 Master
and 24 Doctoral programs. It has three campuses: the Main 1604 Campus, the Downtown Campus, and
the Institute of Texas Culture.

UTSA is ambitiously implementing its academic vision to become a tier one research university by 2016.
Its research institutes seek progress in the 5 areas of Energy, Health, Human & Social Development,
Security, and Sustainability.
24
UTSAs 19 research centers and institutes have led to discoveries and
advances in the areas of cyber security; Alzheimers diagnosis and treatment; emerging infectious
diseases; music research; and conventional, alternative, and renewable energy. When UTSA becomes a
tier one university, it will add an additional $2.5 billion to the Countys economy, and an additional
41,000 jobs (9,500 research jobs).

UTSA completed its inaugural football season in 2011, drawing an NCAA first-year record crowd of
56,743 to its first game on September 3, 2011, in the Alamodome. During its six-game home season,
UTSA averaged 35,521 fans per game, another NCAA inaugural season record.

In 2012, UTSA joined the Western Athletic Conference and the NCAA Football Bowl Subdivision
(FBS), the top tiers of college football competition. The Roadrunners are leaping from a no-football
program university to FBS faster than any university in history. Head Coach Larry Coker, a two-time
national coach of the year winner and a national championship coach while at the University of Miami,
leads the Roadrunners in WAC home games in 2012 against San J ose State, Texas State, and Utah State.
In 2013, the Roadrunners will open with home games against Oklahoma State, Houston and Rice before
moving into WAC play.

23
UTSA Academics. http://utsa.edu/about/glance/. 2013.
24
UTSA Tier One. http://utsa.edu/tierone/impact/index.html. 2012.
113
The University of Texas Health Science Center-San Antonio
3,310 students and 1,090 residents and fellows are enrolled at the University of Texas Health Science
Center-San Antonio (UTHSCSA).
25
The UTHSCSA has 5 schools: the Dental School, the Graduate
School of Biomedical Sciences, the School of Health Professions, the School of Medicine, and the School
of Nursing.

These are the UTHSCSAs mission strategies:
Educating a diverse student body to become excellent health care providers and scientists.
Engaging in research to understand health and disease.
Commercializing discoveries, as appropriate, to benefit the public.
Providing compassionate and culturally proficient health care.
Engaging our community to improve health.
Influencing thoughtful advances in health policy.
The UTHSCSA is ranked highly in Texas for aging research funding from the National Institute on
Aging. It is ranked in the top 3 percent of all institutions worldwide receiving National Institute of Health
funding. It is ranked in the top 3 percent of all institutions worldwide receiving federal funding.
Moreover, UTHSCSA is the chief catalyst for the $29.2 billion biosciences and health care industry in
Bexar County. UTHSCSA supports approximately 5,500 employees in Bexar County.

Texas A&M University-San Antonio
TAMU-SA was created to address an educational need in South San Antonio. The Texas Legislature
asked the Texas A&M University System to establish a center that would offer junior- and senior-level
courses in South San Antonio, an area that has been historically underserved in terms of higher education.
The university, formerly known as Texas A&M University-Kingsville System Center-San Antonio, was
approved by the Texas Higher Education Coordinating Board in J anuary 2000. On May 23, 2009,
Governor Rick Perry signed Senate Bill 629 that created Texas A&M University-San Antonio as a stand-
alone university.

In 2011, TAMU-SA offered 23 undergraduate and 14 graduate programs, including an MBA program.
Over 4,116 students attended: 2,983 undergraduate and 1,133 graduate students. 888 students graduated:
647 undergraduates and 241 graduates.
26
It has 4 campuses to meet the needs of enrolled students: Main
Campus (near Loop 410 and Zarzamora), Brooks City-Base, Alamo University Center (near Loop S. 1604
and Austin Highway), and the Educational and Cultural Arts Center (near Market Square).

The following
is TAMU-SAs mission statement:

Texas A&M University-San Antonio faculty and staff prepare and empower students through
innovative and challenging academic and co-curricular programs that contribute to and enrich the
economic and social development of the community and region. A solid foundation for success is
established through dynamic teaching, scholarship, research, and public service that inspire
graduates to lifelong learning and responsible global citizenship.

25
UTHSCSA. http://www.uthscsa.edu/op/vital/documents/HSC_Overview_10-3-13.pdf /. 2013.
26
TAMU-SA Factbook: Fall 2012. http://www.tamusa.tamus.edu/uploadFile/folders/jmims/Pdf/Pdf-
635078624893078475-10.100.20.116.pdf.
114
Home to the Fourth Largest School District in Texas
Bexar Countys public school system comprises 20 independent school districts with a total of 463
schools and over 400,000 students in the region.
27
Northside Independent School District is the fourth
largest school district in Texas and is the 30
th
largest public school system in the United States with
enrollment of 97,439 students.

Independent School Districts:
Alamo Heights ISD East Central ISD Edgewood ISD
Somerset ISD Fort Sam Houston ISD Lackland ISD
South San Antonio ISD Southwest ISD Southside ISD
J udson ISD North East ISD Northside ISD
Harlandale ISD San Antonio ISD Randolph Field ISD
Schertz/Cibolo/Universal City Floresville ISD (partial) Boerne ISD (partial)
Comal ISD (partial) Medina Valley ISD (partial)

The Number One Tourist Destination in Texas

Bexar County attracts thousands of tourists every year. Four of the most popular attractions include the
Tower of the Americas, the Alamo, the River Walk, and Market Square.

The Tower of the Americas dominates Bexar Countys sky scape. Virtually from any direction, when one
looks at the horizon, one can see this 750 foot-tall tower. Tourists ride the elevator to the top to gaze at
the view of San Antonio and the County as far as the eye can see. At the very top of the Tower is a
circular revolving five-star restaurant, the Chart House. Its exquisite cuisine and the charm of its
breathtaking view are why many couples make evening reservations to dine there.

By far the most visited of all downtown sites is the Alamo. The Alamo, originally named Mission San
Antonio de Valero, was established in 1718. It is one of five historic missions are located within the
County, which also include Mission Concepcion, Mission San J ose, Mission San J uan, and Mission
Espada. Yearly 2.5 million people visit it. Visitors from farawayChina, India, Japan, Europe, and South
Americawant to see it. Tourists visit it both to listen to guides retell the inspirational account of
Texans courageous fight for independence against the oppressive Mexican dictator Santa Anna and to
witness the grounds where those Texas patriots fought and sacrificed their lives for freedom.

Near the Alamo, 20 feet below street-level, is the jewel of Bexar Countythe River Walk. It winds its
way through downtown San Antonio. The River Walk stretches approximately 2.5 miles through a
restaurant, shopping, and entertainment district and connects to the San Antonio Convention Center and
Hemisfair Plaza. One sees couples spending a romantic evening strolling on the cobblestone pathways
along both sides of the river. They are attempting to decide where to eat. The rows of restaurant after
restaurant are all worthy of their choice. On the trees are lights of a variety of colors lighting the River
Walk so that one can see lush vegetation: sago palms, vines, lilies, elephant ears, coyolas, ferns,
oleanders, and irises. Occasionally, one will see a riverboat pass by. In the riverboat are lively people at
linen-clothed tables enjoying a Cabernet and a lavish, full-course meal. Soaring above the River Walk are
magnificent hotels such as the Marriott and the Hilton Palacio Del Rio inviting tourists to enjoy a pleasant
evenings rest.
27
Enrollment in Texas Public Schools 2011-12. www.tea.state.tx.us/acctres/Enroll_2011-12.pdf.
115
In May of 2008, Bexar County voters approved four propositions, funded by a visitor tax which is a
combination of a 1.75% levy on hotel rooms and a 5% levy on short-term car rentals. These propositions
included: San Antonio River Improvements, Amateur Sports Facilities, Community Arenas and Grounds,
and Performing Arts Facilities. Many of the community venues described below have been partially or
fully funded by Bexar County through these visitor taxes.

Bexar County: A Heritage of Art
In the 1820s, twenty years before Texas joined the United States, Commerce Street had become a
marketplace. Some of the earliest businesses in downtown San Antonio were a pharmacy and a dry goods
store. Farmers would also bring their produce from their farms. Cowboys would ride into town with their
cattle. Residents would then walk to Commerce Street to buy meat. Women, called Chili Queens,
would set up stands and serve simple Mexican foods such as fresh tacos and chili.

Today, the Market Square is the largest Mexican marketplace outside of Mexico. Visitors to Bexar
County can find chess sets and jewelry boxes made of onyx from Oaxaca and leather purses and boots
from Leon. One can buy hand-sculpted dolls, hand-painted vases, and red-clay pottery from J alisco.
There, one will see traditional Mexican dresses, white-collared shirts called juaveras, and charro hats.
Ponchos and sarapes of many colors, hand-woven from coarse cotton, and hand-woven quilts can be
bought there. These hand-woven quilts capture the horizons flash of colors at sunrise and sunset and the
blaze of a lightning storm. La Margarita and Mi Tierra serve fajitas and all the most-loved Mexican foods,
including pastries called pan dulce. Also at the Market Square is the Museo Alameda. This museum is a
display of art that teaches tourists about Mexicos history, including its revolution. Tourists will find the
art of Diego Rivera, photos of Madero, a president of Mexicos revolutionary period, and art from
Guanajuato. One of the most pleasant experiences of the Market Square is to walk and suddenly hear the
stirring music of a local guitarist such as J ames Martin. You will find those guitarists laboring away on
their guitars, pouring into their music their complete, heartfelt emotion.

J ust a ten minutes drive away are the San Antonio Museum of Art, Witte Museums, and the Dolph
Briscoe Museum of Western Art. The San Antonio Museum of Art is located on the bank of the San
Antonio River. Its vast collection is a treasure of art from Europe, Latin America, China, India, Mexico,
and the United States. In several rooms you will also find ancient Greek hoplite helmets and pottery and
sculptures of Roman emperors. The Witte Museum is near the San Antonio Zoo. At the Witte Museum is
the South Texas Heritage Center. There, you will discover how people lived during the early days of
Texas. The Dolph Briscoe Western Art Museum opened on October 26, 2013. The museum preserves
and interprets the art, history, and culture of the American West.
28

The San Antonio Zoos mission is to foster appreciation and concern for all living things. It is home to
over 3,500 animals of 600 species. The zoo is one of the first cageless zoos in the United States and
stretches for 35 acres. Included on those acres are aquariums and botanical gardens. The San Antonio Zoo
has participated in over 230 endangered species programs and has received numerous awards for saving
and breeding endangered species. 53 snow leopards, an endangered animal, have been bred. Every year
80,000 children visit to see the endangered species at the San Antonio Zoo. The idea is that if they visit
and see the variety of wildlife at the San Antonio Zoo, they will make environmentally friendly decisions
when they become adults.

The Tobin Center for the Performing Arts is expected to have its grand opening in the fall of 2014. The
Tobin Center will be a versatile, world-class performing arts facility for the nations seventh-largest city.
The Tobin Center will provide education opportunities and exposure to world class performances for
youth.
28
Briscoe Museum, http://www.briscoemuseum.org/about. 2013.
116
South Texas Sports Center
Bexar County in the last few decades has become a sports center. Visitors who want to witness Coach
Gregg Popovich lead the Spurs to victory can see the games at the AT&T Center. In the San Antonio
Business Journal Book of Lists one can also find the top 25 golf courses in Bexar County. If one wants to
bet on the best horse, one can watch horse-races at Retama Park. The San Antonio Scorpions played their
first season in 2010. In 2012 the team joined the National American Soccer League. In 2013 they
welcomed fans in their own stadium at the STAR Soccer Complex, the Toyota Field, which has a
capacity of 8,000 that may be increased to 18,000 as demand grows.
29

29
Toyota Field, http://www.toyotafield.com/about-toyota-field.html. 2013.
117
ECONOMIC OUTLOOK

As the U.S. economy continues to recover from the Great Recession of 2009, various economic indicators
continue to improve, albeit at a fairly mild rate. Overall unemployment is lower than it was at this point
last year, although its decline has taken a somewhat slow and sometimes stagnant path. Consumer
spending has continued to increase and U.S. Gross Domestic Product (GDP) has remained positive. Since
the beginning of 2011, quarterly GDP growth has averaged 2 percent. However, GDP growth through the
first 3 quarters of this year has averaged 2.1 percent, which is lower than the average growth of 2.6
percent for the first 3 quarters of last year.
1
Other economic indicators, such as property values, housing
starts, jobless claims, and consumer confidence have all continued to show improvement. This being said,
the scars from the 2009 recession are still visible and confidence in future growth is still very vulnerable
due to the slow nature of the recovery.

As the economy modestly improves, states and local governments continue to be under pressure to spend
more as the effects of federal government stimulus programs continue to fade and further contraction of
the federal government is expected. As the U.S. moves further away from the risk of another recession,
local governments must continue to adapt to the new normal of slower revenue growth while
simultaneously attempting to meet growing service demands. Bexar County has continued to adjust to the
economic changes by exploring efficient and cost effective ways to deliver services to a growing
population.

NATIONAL ECONOMY

Since the 2010 announcement that the Great Recession had officially ended in J une 2009, the U.S.
economy has seen tepid growth in the range of 2 percent.
2
Part of the reason for this slow growth is the
completion of the federal stimulus programs enacted by the American Recovery and Reinvestment Act
(ARRA). The ARRA, which was passed to spur economic growth and save or create jobs, allocated $840
billion for stimulus programs, of which $803.1 billion has been spent as of September 30th, 2013.
3
To
date, Bexar County has received $1,041,901,166 in ARRA funding.
4
The sectors that have received the
largest portions of this funding are education (42.1 percent), contracts (16.1 percent), and transportation
(9.0 percent).

As has been the case since 2011, the debate in the U.S. Congress about increasing the maximum amount
the U.S. would carry on its balance sheet also had a major political impact as public support for Congress
continued to drop. The Federal Government shutdown for 16 days in October 2013 over the debt ceiling
debate before an agreement was eventually reached to fund the government through J anuary 15, 2014 at
sequestration levels and suspend the debt limit until February 15, 2014. Unfortunately, the agreement did
not address future budgets, which left intact the lingering uncertainty about future financing of the U.S.
government. As the recovery nears its final stages, Congress will have to find ways to reduce its medium
to long term spending, while minimizing negative effects on overall confidence in the economy.

In addition to continued debate over the debt ceiling, the first round of the federal government
sequestration went into effect on March 1, 2013. The sequester cuts came into effect because of a
provision in the Budget Control Act of 2011 stating that if Congress was unable to produce legislation by
November 2013 that would reduce the deficit by $1.2 trillion over ten years, then a series of automatic,
across the board cuts would take place. The cuts reduced spending by approximately $85.4 billion for
fiscal year 2013, with similar cuts scheduled for years 2014 through 2021.
5
The cuts are split evenly
1
U.S. Bureau of Economic Analysis Interactive Data
2
End of Recession. National Bureau of Economic Research, Business Cycle Dating Committee. http://www.nber.org/cycles/sept2010.html.
3
Tracking the Money. http://www.recovery.gov/pages/default.aspx.
4
American Recovery and Reinvestment Act: A Texas Eye on the Dollars. http://window.state.tx.us/recovery/transparency/map/index.php.
5
"The Budget and Economic Outlook: Fiscal Years 2013 to 2023". CBO. Retrieved February 2013.
118
between defense and non-defense categories, although some major programs like Social Security,
Medicaid, federal pensions, and veterans benefits are exempt. The sequester lowers spending by
approximately $1.1 trillion versus pre-sequester levels over the 8 year period from 2013 to 2021.
6
The
Congressional Budget Office predicted that the sequester would reduce overall economic growth in 2013
by 0.6 percentage points, from 2.0 percent to 1.4 percent and prevent the creation or retention of about
750,000 jobs by year end.
7
Although many economists predicted that markets would react violently to
the sequester cuts, they remained relatively unaffected by the news.

Another way the U.S. Federal Reserve has tried to spur the economy is through the initiation of a program
known as quantitative easing, in which the Fed would buy approximately $1.75 trillion in Treasury bonds.
During November 2010, the Federal Reserve announced a second round of monetary easing as the
economy was still showing signs of weakness. The Fed purchased an additional $600 billion in
Treasuries, while reinvesting $300 billion. The Federal Reserves second round of quantitative easing was
completed by J uly 2011, with rumors of a possible third round dubbed QE3.
8
In September 2012, a
third round of quantitative easing was approved in which the Federal Reserve decided to launch a new
$40 billion per month, open-ended bond purchasing program of agency mortgage-backed securities.
9

In J une of 2013, Ben Bernanke announced that the Fed planned to scale back its bond purchases from $85
billion to $65 billion per month during the upcoming September 2013 policy meeting, contingent upon
positive economic data.
10
However, on September 18, 2013 the Fed decided to hold its bond-buying
program steady at $85 billion per month based on the latest economic data, putting off any decision for
tapering until later in the year.
11
Economic indicators had not improved as much as anticipated, and the
Fed did not feel that the overall economy was healthy enough to justify easing back on its stimulus
efforts.

Although markets responded positively to QE3, with the S&P 500 and the Dow J ones Industrial Average
both closing at record highs on the day of the announcement, the third round of quantitative easing
furthered concerns about the health of the U.S. economy more than four years after the official end of the
Great Recession. The Global Competitive Report 2013-14 ranks nations based on their economic
competitiveness. After having declined for four consecutive years in the ranking, the United States
reversed its downward trend, moving up two spots to 5
th
.
12
The Fed has forecasted that the pace of
economic expansion will likely remain moderate through 2014. Additionally, a tool that the Fed has
continued to use to help aid in the recovery is keeping interest rates at historic lows near 0 to 0.25 percent.
The Fed has said it will keep the target rate near zero until the unemployment rate is below 6.5 percent
and inflation is under control.
13
Most Fed policymakers expect to see the first interest rate hike occur in
2015 and the federal funds target rate will be 2 percent by the end of 2016.

The U.S. public debt is still a serious area of concern. Currently, the federal government has accumulated
over $17.1 trillion in debt.
14
The interest owned on the public debt has now grown to over $256.3 billion.
The largest budget items are Social Security ($808 billion), Medicare ($776 billion), Defense ($604
billion), Income Security ($348 billion), and Federal Pensions ($229 billion). The total U.S. debtwhich
combines households, businesses, state and local governments, financial institutions, and the federal
governmenthas grown to over $60.1 trillion and the total interest owed is over $2.7 trillion.
6
"CBO Estimated Impact of Automatic Budget Enforcement Procedures Specified in the Budget Control Act". CBO. Retrieved February 2013.
7
"Automatic Reductions in Government Spending -- aka Sequestration". CBO. February 28, 2013. Retrieved March 1, 2013.
8
Fed to Buy $600 Billion of Treasuries.
9
J ensen, Greg (19 September 2012). "QE3 Launched: The Ever Decreasing Effects of Monetary Stimulus".
10
http://www.foxbusiness.com/economy/2013/06/19/fed-decision-on-tap/
11
Fed decides not to taper http://projects.marketwatch.com/short-history-of-qe-and-the-market-timeline/#9
12
The Global Competitiveness Index 20132014: CountryProfile Highlights
13
New Fed Chair Could Mean Interest Rates Near Zero Until 2017 Yahoo Finance
14
U.S. National Debt Clock: Real Time. http://www.usdebtclock.org/
119
Additionally, total unfunded liabilities have grown to $126.5 trillion: $16.7 trillion for Social Security,
$22 trillion for prescription drugs, and $87.8 trillion for Medicare. It is unclear how the federal
government plans to balance the needs of keeping this historically weak recovery on track and bringing
medium and long-term federal spending to sustainable levels. Additionally, the decision on when and
how much the Fed will eventually let interest rates rise will play a very key role in future debt
negotiations.

U.S. Labor Market

The U.S. unemployment rate and the overall job market continue to be major concerns of economists.
Many have dubbed this recovery as the jobless recovery. During the recession, the unemployment rate
rose to 10.1 percent and shed more than 5 percent of its non-farm payroll jobs.
15
The unemployment rate
declined from the high of 10.1 percent to around 9.0 percent throughout most of 2011. Many economists
did not expect this rate to change anytime soon and believed that the unemployment rate would remain
around 9.0 percent through 2012 and drop to 8.5 percent by 2013.
16
During October 2011, the
unemployment rate was 9.0 percent, a change of 0.5 percent since August 2010.
17
By the end of 2011, the
unemployment rate had dropped 0.1 percent to 8.9 percent.
18

In J une 2012, the unemployment rate dropped to 8.2 percent. This drop to below 8.5 was somewhat
encouraging considering that economists predicted that it would remain at 8.5 in 2013. In September
2012, the unemployment rate had dropped to 7.9 percent, marking the first time it has been under 8
percent since J anuary 2009. By August 2013, the unemployment rate was 7.3 percent, where it hovered
for the next 3 months.
19
It should be noted that the unemployment rate is based on those still seeking
employment and doesnt take into account those who have given up on finding employment. Currently,
only 62.8 percent of potential civilian workers are employed or seeking employment, which represents a
.4 percentage point drop (or 720,000 people) from September 2013 and the lowest participation rate in 35
years.
20
Additionally, over 8 million people are currently employed part-time for economic reasons,
which is up from 7.8 million in October 2012. Total non-farm payroll employment increased by 204,000
in October and job growth averaged 190,000 per month over the prior 12 months.

There is still some reluctance by businesses to hire new employees due to the slow recovery and
uncertainty about capital markets in the near future. More than 8.5 million people lost their jobs between
the beginning of 2008 and early 2010, and there are currently 11.3 million people out of work. Of 11.3
million, 4.1 million have been unemployed longer than 27 weeks. Of the 8.7 million jobs lost during the
Great Recession, 6.7 million have been regained in the first 40 months since employment growth
resumed.
21
In addition, the number of part-time workers relative to full-time workers is at a record high.
This is partly due to the sluggish recovery and partly due to employers anticipating the increased costs of
labor as a result of the Affordable Care Act. As of August 2013, 75 percent of all jobs added during the
year were classified as part-time.
22
These part-time workers do not show up in unemployment numbers,
but their decreased productivity and disposable income have the same effect on the economy.
15
Estimates of J ob Creation fromthe American Recovery and Reinvestment Act of 2009. Council of Economic Advisors. The White House.
16
Congressional Budget Office Report, (2011, August), The Budget and Economic Outlook: An Update.
17
Bureau of Labor Statistics
18
Labor Force Statistics fromthe Current Population. Bureau of Labor Statistics. http://www.bls.gov/cps/. 2012.
19
Labor Force Statistics fromthe Current Population Survey Bureau of Labor Statistics
20
How the October J obs Report Affects the Average American Fox Business, November 2013
21
American Staffing Association
22
75 Percent Of J obs Created This Year Were Part-Time Due To Weak Economy, Obamacare Concerns The Huffington Post August 2013
120

Source: Bureau of Labor Statistics

Consumer Confidence

J ust as with the unemployment situation, Consumer Confidence and Consumer Spending have also
indicated a sluggish recovery. In October 2013, the Consumer Confidence Index dropped from 80.20 in
the previous month to 71.20.
23
The 16-day government shutdown yet another battle over the debt limit
dampened consumers expectations. Similar declines in the index were seen after the payroll tax hike
earlier this year and the fiscal cliff discussions in late 2012. The index has been relatively volatile in 2013
as the result of an economy that has been somewhat tumultuous. However, there has been slight
improvement, as the index averaged 72.8 through the first 10 months of 2013 compared to 66.9 for the
same time period in 2012.

Somewhat encouraging is the continued rise in demand for durable goods, manufacturers shipments,
inventories, and orders.
24
New orders for manufactured durable goods in September 2013 increased $8.2
billion or 3.7 percent to $233.4 billion. This was the 5
th
month out of the last 6
th
that an increase was seen.
Inventories of manufactured durable goods, also up 5 of the last 6 months increased 0.9 percent or $3.3
billion. Total shipments of manufactured goods, up for two consecutive months, increased 0.2 percent or
$0.5 billion. Nondefense new order for capital goods also increased in September, up a robust 6.9 percent
or $80.7 billion from August. In J uly of 2013, overall manufacturing expanded at the fastest pace in more
than two years.
25

Conversely, food and gasoline prices are rising. Food price indices have risen consistently for eight years.
Food prices rose by 5.5 percent in 2008, 1.8 in 2009, 0.8 in 2010, 3.7 in 2011, 2.6 in 2012, and likely
between 1.5 and 2.5 in 2013.
26
Average gasoline prices per gallon have also remained consistently above
$3.00: $3.53 per gallon in 2011 and $3.39 in 2012. However, the average price per gallon so far in 2013 is
5 cents per gallon, or 5 percent lower than it was over the same period last year.
27
Rising food and
gasoline prices have been cutting into U.S. households discretionary income at a time when families
23
The Conference Board, Consumer Confidence Survey, October 2013
24
Advance Report on Durable Goods Manufacturers Shipments, Inventories and Orders September 2013, U.S. Census Bureau News
25
Manufacturing in U.S. Accelerates More Than Forecast Bloomberg August 2013
26
Changes in Food Price Indexes, 2011 through 2014 http://www.ers.usda.gov/data-products/food-price-outlook.aspx
27
Recent gasoline prices above last year, but 2013 year-to-date average lower than 2012 U.S. Energy Information Administration August 2013
121
have already been made vulnerable by a sub-par economy. If the rate of increase in food prices continues
to decline as it did in 2012 and the price of gasoline continues to slowly drop, it could go a long way in
putting more disposable income in the pockets of middle-class families and in turn, boost consumer
confidence.

Consumer Expenditures also saw a healthy increase from 2011 to 2012. Average expenditures per
household in 2012 were $51,442, an increase of 3.5 percent from 2011 levels.
28
This surpassed a
consumer spending peak reached in 2008, and was an almost 7 percent increase over the 2010 low of
$48,109. The 3.5 increase in spending also outpaced the 2.1 percent increase in prices for goods and
services over the same period, as measured by the Consumer Price Index. This is an improvement from
2011, when the increase consumer expenditures mirrored the increase in prices. The biggest increases in
spending were seen in cash contributions (11.2 percent), transportation (8.5 percent), and health care (7.3
percent). On the flip side, increases in spending on housing and entertainment (.5 percent and 1.3 percent,
respectively) were less than the increase seen in 2011 (1.5 percent and 2.7 percent, respectively).
Consumer spending has been volatile so far in 2013, with a stronger summer making up for a very weak
start to 2013.
29
However, consumers still arent spending like they were before the Great Recession.
Spending is up by approximately 3.7 percent over the last year, which is about half the rate we see in
periods of stronger economic growth.

U.S. Real Estate Market

Five years after the collapse of the housing bubble sent shockwaves through the economy and helped
cause the financial meltdown, the U.S. housing market seems to have recovered quite well. Bank lending
is at an all-time high, which acts as a domino effect for other industries, sparking demand for raw
materials and housing-related services.
30
Sales of single family houses were 276,000 in J uly 2010,
according to the U.S. Department of Housing and Urban Development. As of May 2013, the number was
454,000. Also, in J uly 2010, the median sales price of a home was $204,000. As of May 2013, it was
$271,600. People are buying homes again at or near pre-recession levels and although home prices are not
nearly at the level they were in 2007, they made steady gains from 2012 to 2013.

In 2014, forecasters expect home prices to rise at 6 percent due mostly to a low supply of homes on the
market.
31
This would represent a step back from 2013, when prices gained 11 percent. Forecasters also
expect homes sales to remain flat in 2014, which would buck the trend of rising home sales the last two
years. The lack of income growth, higher home prices, and slowly rising interest rates are all expected to
make a dent in home sales. Existing home inventory is also at a 13-year low and new home construction
is far from pre-recession levels. Forecasters say increases new home construction is what is really needed
to expand existing inventories. Home sales could also see an unexpected boost next year if lenders loosen
home loan-lending standards, expanding the pool of potential home buyers. Because of a recent drop off
in refinance demand, lenders may choose to do this. Refinance volume is expected to hit a 15-year low
next year, according to the chief economist at the National Association of Realtors (NAR). This is
because interest rates have been at record lows for the last 5 years and there are simply not many people
left with mortgages to refinance. However, any potential boost in sales from reduced lending standards
will have to overcome rising mortgage rates. The NAR expects the average 30-year fixed mortgage rate to
hit 5.4 percent by the end of 2014 as the Federal Reserve pulls back on its stimulus measures.

28
Consumer Expenditures 2012 Bureau of Labor Statistics September 2013
29
Consumer spending bounces back in August Market Watch September 2013
30
The U.S. Housing Market: Home Improvement is Real Forbes May 2013
31
Realtors forecast flat sales, rising prices USA Today November 2013
122

Source: S&P Dow Indices

The U.S. foreclosure situation also continues to edge closer to a pre-recession state. Since the financial
crisis began, approximately 4.6 million were completed as of September 2013.
32
There were 51,000
completed foreclosures in September, which was down 39 percent compared to September 2012.
Currently, fewer than 2.1 million residential mortgages, or 5.2 percent, are seriously delinquent. The
seriously delinquent rate is at its lowest level since December 2008. National foreclosure inventory is also
down 24 percent year to date in 2013. In addition, approximately 902,000 homes were in some stage of
foreclosure as of September 2013 compared to 1.4 million in September 2012. This makes the 23
rd

consecutive month with a year-over-year decline in this regard. When foreclosure inventory is down,
overall home prices benefit because there are fewer homes selling at foreclosure prices in the comparable
markets.

U.S. Stock Market

In 2012, the U.S. stock market hit double digit gains despite continuing concerns about the global
economy, a near fiscal crisis, and a bitter Presidential election race.
33
By years end, the Nasdaq
Composite was up 15.9 percent, the Dow J ones was up 7.3 percent, and the S&P was up 13 percent for
2012. These gains were realized despite a late year scare which was caused by fears that Congress would
not be able to strike a budget deal that would avoid growth-suppressing tax hikes and spending cuts,
otherwise known as the fiscal cliff. Fortunately, a deal was reached in the 11
th
hour to avoid the cliff,
providing a sigh of relief for investors. Also helping markets was the third round of quantitative easing
(QE 3) by the Fed, which was announced in September 2012. QE 3 involved buying an additional $40
billion in the mortgage-backed securities each month indefinitely.
34
As Stephen Stanley, chief economist
at Pierpont Securities put it, The FOMC took as aggressive a set of measures as one could imagine,
hitting hard on both the communications and QE fronts.
35
Although the markets recorded healthy gains
in 2012, they were also marked by high levels of volatility. With the U.S. and Europe still working
32
National Foreclosure Report September 2013 CareLogic
33
In uncertain 2012, stocks saw double-digit gain USA Today December 2012
34
What is QE3? Investopedia October 2012
35
Stocks Go Bonkers As Bernanke Unleashes QE3: Analysts React Wall Street J ournal September 2012
123
through the fiscal damage created in 2008 and the increased reliance on the Federal Reserve for economic
stimulation, investors reacted en mass with each new headline.

In 2013, the markets continued to perform well, with the Dow J ones and S&P 500 both hitting record
highs. The Federal Reserve made it clear that it was not willing to pull back on its stimulus efforts until
certain economic indicators hit a desired threshold. The recovery has not progressed nearly as quickly as
hoped and the prevailing logic seems to be that the risks of falling back into recession outweigh any
desire the Fed might have to ease off its bond-buying program, an idea that they have publicly
contemplated. The first quarter in 2013 was terrific for the markets.
36
The Dow J ones not only hit a 52-
week high, but also hit a new record high of 14,585, closing out the first quarter with an 11.25 percent
gain.
37
The S&P 500 and Nasdaq also logged gains in the first quarter, with increases of 10.03 percent
and 8.21 percent respectively. The aversion of the fiscal cliff, coupled with improved risk appetite, caused
investors to reallocate from bonds to stocks.
38
However, the slow recovery in Europe simultaneously hit a
speed bump. Disappointing economic data from Spain, political gridlock in Italy, and an unexpected rise
in German unemployment caused the euro to hit a four-month low against the dollar.

The second quarter of 2013 represented the first time that Fed Chairman Ben Bernanke indicated that the
Fed may taper the size of its monthly bond-buying program. On May 22
nd
, Bernanke told Congress that
the Fed may cut the pace of bond purchases at some point during the next few meetings if policy makers
saw indications of sustained economic growth.
39
This caused markets to drop and interest rates to rise.
This development from the Fed erased much of the gains made up until that point, with the Dow J ones
finishing the quarter 2.9 percent higher. The third quarter saw solid gains in the stock market as the Fed
did not follow through on tapering its bond-buying efforts. However, disappointing quarterly news from
Wal-Mart Stores and Cisco Systems, companies regarded as bellwethers for the broader economy,
weighed on the market in August.
40

In addition, the growing likelihood of U.S. military strikes in Syria also added a feeling of bearishness for
investors. In September, talks of a possible diplomatic solution for the crisis in Syria caused markets to
rebound. Stocks received a bigger boost on September 18
th
when the Fed decided to further delay any
tapering moves, causing the Dow J ones to hit a then all-time high of 15,676. However in the last week of
the quarter, stock prices backtracked over concerns about a possible government shutdown over the debt
ceiling debate. In a quarter that was filled with mixed news, the Dow J ones gained 2.12 percent, the S&P
500 gained 5.24 percent, and the Nasdaq closed out very strong with a gain of 10.21 percent. In
November, the Dow J ones actually hit the 16,000 mark for the first time and the current all-time high sits
at 16,072, which was hit on November 25.

36
Q1 Market Update: Looking Beyond the Headlines T. Rowe Price April 2013
37
Q1-2013- Dow J ones, S&P 500 and NASDAQ log solid quarterly gains. Volume Watchers March 2013
38
Quarterly markets review - Q1 2013 Schroders Talking Point April 2013
39
U.S. 10-Year Yield Tops 2% as Bernanke Says Fed May Taper Buys Bloomberg May 2013
40
Q3 2013: Fed delays tapering QE, stocks keep rising, Mass Mutual October 2013
124

Source: Federal Reserve Bank of St. Louis

Although the government did shut down for a 16-day period in October, markets had a surprisingly mild
reaction. Conventional wisdom among analysts was that any real damage would be minimal before
lawmakers could hammer out a deal. Maybe the biggest factor that will influence markets in 2014 is new
leadership at the Federal Reserve beginning on J anuary 1
st
. President Obama has nominated J anet Yellen,
the current Vice Chair of the Board of Governors of the Federal Reserve System, to fill Ben Bernankes
spot when he steps down. Yellen shares many of the same beliefs as Bernanke and most analysts expect
her to continue the commitment to quantitative easing, while at the same time managing inflation and
interest rate pressures. According to research from Bank of America Merrill Lynch, the majority of
investors expect the Fed to begin tapering in March of 2014.
41
It remains to be seen whether the market
fundamentals are there to withstand reduced stimulus from the Fed, whenever that occurs, without serious
consequences. The upcoming congressional elections and continued debate over our nations unresolved
fiscal issues will also undoubtedly leave their mark on the markets in 2014.

TEXAS ECONOMY

As with the rest of the nation, Texas was hit by the recession in 2009. Nevertheless, Texas continues to be
one of the leaders in the economic recovery. Most point to stable home prices and a robust business
environment as reasons why Texas recovery will continue to outpace most other states to recovery from
the Great Recession.

Texas Housing Market

While Texas did not experience a major housing crisis like many other states, there was a slight decrease
in home values during the recession.
42
Fortunately, recovery was quick. Throughout 2011, the average
price of a single-family home increased 6.14 percent. During 2012, the price increased 8.65 percent.
Through the first 8 months of 2013, prices dropped backed down 7.21 percent. Even with this drop
however, prices are still 16.5 percent higher than they were in 2009. The number of permits to build
single-family homes increased 0.6 percent during 2011. A total of 67,234 permits were issued. In 2012,
41
Majority of fund managers expect tapering in March 2014 Fundweb November 2013
42
Texas Building Permits. Real Estate Center at Texas A&M University. http://recenter.tamu.edu/data/bp/bps/st48.asp
125
75,533 permits were issued, a 12.34 increase from 2011. And in the first 8 months of 2013, a total of 60,
853 permits were issued, which represents a 16.39 percent increase over the same time period in 2012.

In addition, the Texas housing market is expected to have a great year in 2014.
43
The reason for this
optimism is the states top-notch job market and still historically cheap mortgage rates. According to the
Texas A&M University Real Estate Center, even if mortgage rates were to rise to 7 percent, houses would
still be just as affordable as they were in 2007. However, like many areas in the U.S., Texas currently has
a low housing inventory. A 6.5 month inventory is viewed as a balanced market and the current statewide
average is 4 months. This constrained supply of homes is likely to continue through 2014 as home
builders are having a difficult time getting loans to build new houses. Home builders will not be able to
build homes fast enough to meet the growing demand and prices will continue to rise in 2014.

Texas Labor Market

According to the Federal Reserve Bank of Dallas, the Texas economy is expanding at a healthy pace. The
2012 annual job growth rate was 3.34 percent compared to only 2.06 percent in 2011. As of August,
169,000 jobs have been added in 2013, which represents an annualized growth rate of 2.31 percent
44

From August 2012 to August 2013, the Texas Economy gained 258,500 nonagricultural jobs.
45
This
represented an annual growth rate of 2.4 percent compared to the 1.7 percent national growth rate. Over
the past year, Texas added jobs in all of the major 11 industries.
46
Of the jobs added from the start of
2013 to August, the Trade, Transportation & Utilities (+19.9 percent), Government (+16.2 percent),
Education & Health Services (+13.4 percent) and Professional Business Services (+13.0 percent)
industries showed the biggest relative gains. Pre-recession employment peaked at 10,635,700 in August
2008. This number was surpassed in September 2011 and by August 2013, an additional 548,000 jobs had
been added. Additionally, according to the Bureau of Labor Statistics, Texas entrepreneurs have added
more jobs over the last year than any other state.
47

The current Texas unemployment rate is 6.4 percent, 0.9 percent lower than the U.S. unemployment rate
of 7.3 percent. Texas unemployment rate has now been lower than the national average for 80
consecutive months. And unlike the U.S. as a whole, Texas unemployment rate is not the result of a
shrinking labor force. In fact, the states labor force has increased 1.4 percent over the last year compared
to a nationwide increase of just 0.5 percent. All data shows that Texas continues to be at the fore-front of
job creation.

43
Hotter Texas Housing Market Predicted for 2014 http://recenter.tamu.edu/news/pdf/NewsRel01-0913.pdf
44
Federal Reserve Bank of Dallas.
45
Monthly Review of the Texas EconomySeptember 2013 Texas A&M Real Estate Center
46
Comptrollers Weekly Economic Outlook Texas Comptroller of Public Accounts November 2013
47
Texas' J ob Growth Rate Outpaces Nation Texas Public Policy Foundation September 2013
126

Source: The Bureau of Labor Statistics

Texas Industry

In 2012, the Texas Gross State Product (GSP) was an estimated $1.3 trillion, making Texas the worlds
thirteenth largest economy in the world, just behind Canada and Australia.
48
In 2013, while the economic
recession did have an impact on industries located in Texas, advantages such as stable home prices and a
stable political environment have made Texas attractive to companies wanting to relocate. Texas is an
industry leader in the global marketplace. In 2012, for the eleventh year in a row, Texas was ranked as the
number one state by export revenues. Texas exports totaled over $264.7 billion in 2012, which was up 5.3
percent from 2011. The states exports outperformed overall U.S. exports, which grew only by 4.4 percent
in 2012.

Manufacturing

According to the Dallas Federal Reserve, Texas is the second leading manufacturer, just behind
California, accounting for almost 10 percent of the entire amount of goods produced in the United States
and represents over 93 percent of Texas exports.
49
Texas is home to over 20,030 manufacturers. Total
manufacturing output in exports is over $192.2 billion. Manufacturing employs over 810,800 jobs directly
and 731,800 jobs indirectly. The top four manufacturing sectors in Texas are petroleum and coal products,
computers and electronics, chemicals, and machinery. From 2003 to 2010 the growth of manufactured
goods experts has increased 105 percent. Texas produces more than 11 percent of total manufactured
goods in the U.S., ranking second behind California in factory production.

Agriculture

Rural lands, including privately owned forest, total 144 million acres, 86 percent of the state's total land
area. Texas has more farms and ranches than any other state in the United States247,500 farms and
ranches covering 130.4 million acres. Its top exports include cattle, cotton, sheep, wool, goats, mohair,
and horses.
50
These are the top 10 commodities in terms of cash receipts: cattle, cotton, milk, broilers,
greenhouse & nursery, corn, wheat, timber, grain sorghum and vegetables. One in seven of Texas workers
are employed in agriculturally-related occupations. Nationwide, Texas is the number one producer of
48
Overview of the Texas Economy Office of the Governor
49
Texas Manufacturing Facts. National Association of Manufacturers. nam.org/statedata.
50
Texas Department of Agriculture Strategic Plan FY 2011-2015.
127
cotton and cottonseed, exporting over $1.7 billion. It is the number two producer of feeds and fodders,
producing a worth of $509 million, and the number two producer of peanuts, producing a worth of over
$56 million. Moreover, it is the third largest exporter of live animals and meat, producing over $740
million; the third largest exporter of hides and skins, producing over $341 million; and the third largest
exporter of animal fats, producing over $180 million.
51
Texas is also the fourth largest producer of tree
nuts, exporting over $41 million. Yearly, Texas exports over $6 billion in agricultural products to foreign
countries. The economic impact of the food and fiber sector totals more than $100 billion.

Yet, drought and overpopulation are ever-present concerns in many parts of Texas, leading to pressure on
its water infrastructure. The drought was the worst drought since recordkeeping beganand it may prove
to be one of most devastating economic events in state history, possibly even reversing Texas
agricultural prosperity. According to the Texas Water Development Board, demand for water will rise by
22 percent by 2060.
52
Estimates by the Texas AgriLife Extension Service put Texas agricultural losses for
the year at $5.2 billion. A December economic analysis by BBVA Compass Bank found that indirect
drought losses to the states agricultural industries could add another $3.5 billion to the toll. However,
drought conditions have improved significantly in 2013. The fall season provided much relief to Texas,
significantly decreasing the portion of the state that is considered to be experiencing drought
conditions.53 In fact, the 2013 recovery has the state in the best position its been in since the beginning
of the great drought of 2011.

Texas has a dynamic biotechnology marketplace with an estimated economic impact of $75 billion. The
state is home to over 4,100 biotechnology, biomedical research, business and government consortia,
medical manufacturing companies, and world-class universities and research facilities, employing over
104,400 at an average annual salary of over $67,300. A significant number of top global biotechnology
and pharmaceutical companies have Texas locations, underscoring the states vitality. Government
support; a highly trained work force, excellent educational, medical, and research institutions; a first-rate
transportation and logistics infrastructure; and a top ranked business climate all strengthen the states
status as a biotechnology leader.

The Life Sciences industry generates a significant economic impact on the state of Texas, as companies
and institutions purchase equipment and inputs and well-paid employees spend money in their home
communities.
54
The industry's total economic impact on the State of Texas is estimated at $75 billion in
economic activity, 236,000 jobs, and $31 billion in payroll. State and local governments receive an
estimated $2 billion each year due to these impacts. For every job created in the industry, another 2.3 jobs
are created elsewhere in the Texas economy.

Texas is a leader in nanohealth, a fairly new biotechnology area defined as healthcare and medical
technology at the nanoscale level.
55
The state has developed strong nanohealth resources, based on its
long-standing leadership in the biotechnology, medical, and healthcare industries. The Alliance for
NanoHealth, an innovator in national and global nanohealth R&D and commercialization, is located in
Houston and is comprised of members of the renowned Houston-based Texas Medical Center (TMC), the
worlds largest medical center. Texas-based nanohealth technologies include personalized molecular-level
drug delivery systems, wireless neurostimulation solutions to treat chronic pain and other neurological
conditions, and new cancer treatments and pharmaceuticals.

Texas researchers are making great strides in the field of tissue engineering, testing new procedures for
reducing infections and diseases that result from bone marrow transplants, as well as pioneering in nano-
51
Texas Agricultural Statistics. Texas Department of Agriculture. http://www.texasagriculture.gov/About/TexasAgStats.aspx.
52
The Impact of the 2011 Texas Drought and Beyond. Susan Combs. Texas Comptroller of Public Account.
http://www.window.state.tx.us/specialrpt/drought/.
53
Weekly Weather: Texas drought conditions are the best theyve been in three years Houston Chronicle November 2013
54
Texas at a Glance. Texas Healthcare & Bioscience Institute. http://www.thbi.com/.
55
Texas Biotechnology Industry Report. Texas Healthcare & Bioscience Institute. http://www.thbi.com/.
128
medicine. The Texas Workforce Commission reports that Texas is home to 153 pharmaceutical
manufacturing companies employing 9,873 (NAICS 3254) and 2,556 medical research, development, and
testing laboratories employing 47,584 (NAICS 6215, 54138, and 54171).

The production of medical devices is the states second largest biotechnology sector and a growing
industry area strongly associated with health care and medical research. It includes establishments
primarily engaged in the manufacturing of medical equipment and supplies, such as surgical, dental,
orthopedic, ophthalmologic, and laboratory instruments and apparatus. Examples of products being
developed and produced in Texas include surgical sutures, syringes, eye-care products, cardiac catheters,
urinalysis and blood transport vials, and medication delivery systems. The Texas Workforce Commission
reports that the state is home to 1,225 medical equipment establishments, or approximately 29 percent of
Texas biotechnology businesses, employing 35,592 skilled workers, or approximately 34 percent of
Texas biotechnology employment (NAICS 3391 and 3345).

Energy

Texas is a leading producer of both oil, natural gas, and wind powered energy in the nation. Texas
petroleum factories can produce almost 4.7 million barrels of crude oil per day. This production makes it
the single largest oil producing state in the nation, second only to Federal offshore areas. Drilling activity
steadily increased over 2012, with many new rigs focused on land-based ventures primarily seeking oil.
More than one-fourth of all U.S. natural gas production occurs in Texas, making it the nations leading
natural gas producer.
56
Additionally, according to Wind resource areas in the Texas Panhandle, along the
Gulf Coast, and in the Trans-Pecos region offer some of greatest wind power potential in the United
States. With over 2,000 wind turbines in West Texas alone, Texas leads the nation in wind powered
generation capacity.
57

Exxon Mobil Corp. is also expanding its Baytown complex to boost its capacity for turning natural gas
into petrochemical building blocks.
58
Exxon Mobil is the largest U.S. producer of natural gas and plans to
expand its petrochemical facilities in the Gulf Coast, including the new steam cracking capacity at its
Baytown plant. When the permits are approved, construction of the plant will take about three years, and
Exxon Mobil says the plant could be up and running by the end of 2016. The expansion will increase the
Baytown plant's capacity to convert ethane, a natural gas liquid, into the chemical building block
ethylene, and from that to produce the plastic polyethylene. According to Steve Pryor, President of Exxon
Mobil, the expanded plant will have features that will keep it economically competitive even if the price
of natural gas rises.

BEXAR COUNTY ECONOMY

Bexar County Real Estate Market

Fortunately, the number of homes facing foreclosure in the San Antonio area continues to drop.
59
As of
J uly 31, 2013, 1.11 percent of all outstanding mortgages in the San Antonio/New Braunfels metro area
were in some stage of the foreclosure process, down from 1.33 percent in J uly 2012. 3.69 percent of all
mortgages in the San Antonio/New Braunfels metro were 90 days or more delinquent, down from the
4.34 percent of mortgages that were delinquent as of J uly 2012. In October 2013, the number of
properties that received a foreclosure filing in San Antonio was 33 percent lower than the previous month
and 50 percent lower than the same time last year.
60
The median sales price of a home in foreclosure was
$83,700 in September 2013, up 1 percent from than the same time last year. The foreclosure situation in
56
Texas Energy Quick Facts Susan Combs, Texas Comptroller of Public Accounts
57
US Energy Information Administration, State and Energy Profiles
58
Exxon doubles down in multibillion-dollar Baytown plant expansion Houston Chronicle March 2013
59
Delinquency, foreclosure figures down in July for San Antonios housing market San Antonio Business J ournal September 2013
60
San Antonio Real Estate Trends & Market Info RealtyTrac October 2013
129
the San Antonio area continues to outperform the U.S. as a whole, as the national delinquency rate on
mortgages currently sits at 5.44 percent.

Another major issue that was affecting the Bexar County housing market was falling appraisal values.
The Net Taxable Base for FY 2011-12 was $97,400,452,480, which was flat when compared to FY 2010-
11. However, this was due to new construction in the amount of $1.46 billion; existing values actually
declined by $1.6 billion. The net taxable base for FY 2012-13 increased 7.15 percent to
$104,364,039,107. Of this increase, $2,122,931,877 was due to new construction. This significant
improvement from FY 2011-12 to FY 2012-13 further reinforces the fact that the Bexar County housing
market, along with the Texas housing market, is starting to show strong signs of recovery from the
housing crisis of 2008.

The San Antonio housing market in 2014 will most likely be highlighted by rising home prices.
61
Over
the past 12 months, the supply of housing has fallen while demand has risen, forcing buyers to compete
for fewer properties. Rising population and growth in the job market ensure that there will be a larger
pool of home buyers in the market next year. The median home sales price rose more than 10 percent in
the last year for the San Antonio area. Given this trend, it is realistic to expect annual home price gains of
6 to 7 percent in 2014.

Source: Bexar County County Clerk; *2013 is an estimate

Bexar County Labor Market

Currently, the unemployment rate for the greater San Antonio area is 6.0 percent. This is 0.4 percent
lower than the state-wide unemployment rate and 1.3 percent lower than the U.S. unemployment rate.
This also represents an improvement over the annual unemployment rate in 2012, which was 6.5 percent.
Current unemployment is down 0.6 percent from where it was at the start of 2013 and went down by 0.5
percent from J uly to August. The biggest gains in employment over the last year occurred in Mining and
Logging (+7.1 percent), Construction (+5.1 percent), and Information (+3.5 percent). Employment in
Financial Activities (-1.9 percent) and Professional and Business Services (-0.3 percent) both decreased
when compared to the last year.

61
Texas Housing Outlook for 2014: Market Trends for Houston, Austin, Dallas and More Home Buying Institute November 2013
130
San Antonio also ranks number 3 on the list of cities creating the most middle class jobs, right behind
Austin and Houston, according to Forbes.
62
In 2013, 310,290 middle skill jobs have been created,
which is a 3.4 percent increase over 2007. Bexar Countys favorable business environment and growing
economy has made Bexar County a popular place for existing business to relocate and new business to
start.

Source: Bureau of Labor Statistics

Bexar County Industry

Bexar County is home to a wide variety of industries, which include biosciences, medicine, aviation,
tourism, aerospace, military and information technology sectors. The local economy is a healthy mix of
business services, biomedical technology and research, a diversified manufacturing sector, a rapidly
growing information technology industry, and a thriving military community. Many companies continue
to choose San Antonio due to its geographic advantages, high quality of life, affordable housing, and low
cost of living.

Military/Defense

Bexar County has a strong military presence and remains Military County, USA, home to Fort Sam
Houston, Lackland Airforce Base, Randolph Air Force Base, Brooks City-Base, Camp Bullis, and Camp
Stanley, as well as leading government contractors such as Boeing, Lockheed Martin, Pratt &Whitney,
General Electric, and Sin-Swearingen.

The Base Realignment and Closure process is nearing completion in San Antonio. The United States Base
Realignment and Closure Commissions decision to consolidate all field medical training for all Armed
Services branches at Ft. Sam Houston in San Antonio. The realignment will bring the largest training
facility for medical technicians in the world to Fort Sam Houston in San Antonio, Texas. The Military
Transformation Task Force (MTTF) estimates that 12,500 new jobs will come to San Antonio, including
4,000 trainees and 8,500 military and Department of Defense (DOD) personnel. The economic impact
was estimated to be nearly $8.3 billion with the majority of that attributable to construction of the training
62
The Cities Creating the Most Middle-Class J obs Forbes October 2013
131
facility which continued through 2011. Ongoing economic impact post-construction is estimated to be
nearly $1.6 billion annually. The economic impact of this project is expected to be $621 million per year.
Included in the construction is an aircraft taxiway at Randolph Airforce Base, an urban assault course at
Camp Bullis, and building renovations at Lackland Airforce Base.

Aerospace and Aviation

The aerospace and aviation industry is growing faster in the San Antonio MSA than the national average,
and far outpacing the growth of larger and more established industries in Dallas, Phoenix, and major cities
in California. This industry includes establishments that are engaged in one or more of the following
areas: manufacturing complete aircraft, missiles or space vehicles; manufacturing aerospace engines,
propulsion units, auxiliary equipment or parts; developing and making aerospace product prototypes;
aircraft conversion; complete aircraft or propulsion systems overhaul and rebuilding; flight training; air
transportation and support activities for air transportation. The 13 aerospace companies at Port San
Antonio have created nearly 9,000 jobs and account for about $1.46 billion in annual economic activity
for the San Antonio region. A 2010 study indicated that 4,300 area residents are directly employed by
aerospace companies at Port San Antonio. Most of them work in aircraft repair, maintenance and
overhaul. Also, the aerospace companies create indirect or induced employment for an additional 4,500
people. Combined, this local workforce earns $487 million annually.
63

Auto Industry

In August 2009, Toyota announced it would shift production of its Tacoma Pickup from its NUMMI
Plant in California to San Antonio. Production commenced for the Toyota Tacoma on August 6, 2010.
The shift involved new direct investment of $100 million and the addition of a 1,000 jobs to the Bexar
County economy. Production of the Tacoma pick-ups in San Antonio returned the plant to two shifts and
80 percent of Toyotas pickups are now made in San Antonio.

On October 17
th
, 2013, Toyota celebrated its 1- year anniversary in San Antonio. In the 10 years since
Toyota broke ground in San Antonio, they have experienced their share of challenges. Multiple safety
recalls, the 2011 tsunami in J apan, and the economic crisis of 2008 all represented serious setbacks to
Toyota and in turn, its San Antonio plant. However, these setbacks have not changed the fact that
Toyotas presence in San Antonio has been a huge contributor to economic activity in the last decade.
Recently, the San Antonio plant hit a milestone as the one millionth truck was produced, proof that
Toyotas estimated $2.2 billion dollar investment has paid off.

According to the CEO of Toyotas North American region, J im Lentz, the San Antonio plant will have
helped export Tundras and Tacomas to some 11 countries around the world. He added, Its safe to say
that the number of countries and the number of exports will continue to grow well into the future. Lentz
says that the plants future growth will play into the companys plans to make North America a major
manufacturing hub. The south-side factory, which broke its annual production capacity of 200,000,
currently sits on 2,000 acres and has the space to essentially double in size. As Bexar County J udge
Nelson Wolff put it, Weve now gone through 10 years of marriage. Noting the tough, tough times of
the recalls, natural disasters and recession, We look forward to an easier 10 years of marriage, he
added.
64

Throughout these developments, Bexar County has been working to address the needs and realize the
opportunities of our automotive industry. Since 2008, Bexar County has lead the development of the
Texas-Mexico Automotive SuperCluster (TMASC) initiative, which aims to preserve and grow existing
industry, recruit foreign direct investment, spur innovation in new technologies, and develop the human
63
San Antonio Development Foundation. www.sanantonioedf.com.
64
Toyota marks first decade in Alamo City San Antonio Express News October 2013
132
capital necessary for a next-generation workforce. Bexar County continues its commitment to improve
the local economy by working creatively and collaboratively to advance this initiative.

Healthcare and Biosciences

Bexar Countys well established community of healthcare and medical service providersincluding
hospitals, physicians, other specialty providers and nursing homesforms a strong foundation for the
Countys $24.5 billion Healthcare and Bioscience Industry. The industry includes both direct and indirect
healthcare services. Direct healthcare services include care provided in hospitals, physicians' offices,
nursing homes, offices and clinics of a variety of other healthcare providers, and various other outpatient
and ambulatory care settings. Indirectly related industries complement and support the provision of
medical and healthcare. These industries include health insurance carriers, pharmaceutical companies,
medical equipment producers and manufacturers, civilian and military medical education, biomedical
research organizations, residential care and social service providers, and a variety of related endeavors.
The Bioscience and Healthcare industry is more than $24.5 billion.
65
The industry paid $6.5 billion in
wages and salaries to 141,251 employees.

Bexar County Medical Society, the first county medical society in Texas and the eighth largest in the
U.S., includes more than 4,000 physicians, representing virtually every specialty and sub-specialty. The
County is home to more than 40 hospitals, including four major hospital systems, with a total of more
than 5,000 staffed beds. In addition to acute care hospitals, a number of specialty hospitals and treatment
centers provide care to targeted populations.

County hospitals continue to expand the delivery of healthcare services to the communityboth in place
and into rapidly growing suburban areaswhile providing significant levels of uncompensated care to the
uninsured population and caring for the nations wounded warriors. The Greater San Antonio Hospital
Foundation represents over 125 hospitals and healthcare organizations in the South Central Texas Region.

Bexar County is currently the only U.S. County with three Level I trauma centers, serving the civilian and
military populations. All hospitals in the county are linked in real time to coordinate patient reception,
staffing and resource allocation during disasters, positioning the county second only to New York City in
terms of disaster preparedness.

The 900-acre South Texas Medical Center (STMC), located in the County, boasts the regions largest
concentration of medical treatment, research, education and related activity. Its more than 75 medical-
related facilities comprise approximately $2.1 billion in infrastructure values and employ nearly 28,000
medically related personnel. Two of the Countys four major hospital systems, Methodist Healthcare
System and University Health System, are based in the Medical Center, while two other major systems
have a Medical Center presence. The South Texas Veterans Health Care System is also based at the
Medical Center. Currently, the System provides health care services for 80,000 unique veterans.
66

Approximately 30 percent of patients treated at the centers non-government supported hospitals are from
outside Bexar County, a recent study shows. Capital improvements valued at approximately $550 million
are now in progress or projected over the next five years.

Other healthcare hubs are also located in Bexar County. Two major hospital systems, Christus Santa Rosa
Health Care and Baptist Health System, are based downtown, along with the Nix Health Care System.
Local medical facilities are keeping pace with the Countys rapid population growth in new areas such as
Stone Oak, Westover Hills, and Boerne. Construction of new hospitals and expansions of existing
facilities are in the works, or recently completed, by all of the city's three of the major hospital systems.

65 BioMed SA. http://www.biomedsa.org/research.
66
U.S. Department of Veterans Affairs
133
Long known as Military County USA, Bexar County is also becoming the Home of Military
Medicine. As a result of the most recent Base Realignment and Closure Process, San Antonios Brooke
Army Medical Center (BAMC) is being consolidated with the U.S. Air Force hospital, Wilford Hall
Medical Center, to become the largest national military medical center. The consolidated San Antonio
Military Medical Center will be the only Department of Defense medical facility with a Level I trauma
center that treats civilians as well as military personnel. Already, BAMC is home of the world-renowned
burn unit and the Center for the Intrepid for rehabilitating wounded warriors. Additionally, the Armys
Medical Department Center and School, based at Fort Sam Houston, will expand to become the
Department of Defense training center for military allied health medical training and education for all
branches of the service.

The University of Texas Health Science Center at San Antonio is the regions leading provider of health
professions education, with almost 3,000 students enrolled in five schools: the School of Medicine, the
Graduate School of Biomedical Sciences, the Dental School, the School of Nursing, and the School of
Allied Health Sciences. Together, the schools award 69 health-related degree specialties and pre- and
post-baccalaureate certificate programs. Opened in 1968, the Health Science Center is one of six
academic health science centers in The University of Texas System. It encompasses six campuses in
Bexar County and South Texas, with more than 2 million square feet of education, research, treatment,
and administration facilities.

Another welcome addition to San Antonios healthcare industry is the University of Incarnate Word
(UIW) School of Osteopathic Medicine. On October 10, 2013, the San Antonio City Council officially
approved the Medical School to be built on the currently vacant practice fields at Fox Tech high school in
downtown San Antonio.
67
According to Incarnate Word President Dr. Lou Agnese, This is basically
going to create a second Medical Center for the City of San Antonio. According to the agreement
approved by the San Antonio Independent School District Board (SAISD), the University will pay $1.5
million to SAISD over a two-year period to enhance the expansion of SAISD's health careers programs at
Fox Tech and Edison High Schools, as well as provide scholarships for SAISD students to attend
Incarnate Word. A 25 year lease for the property has also been approved by the school board. The
Medical School should be a major economic generator for the downtown region. Plans are for the school
to be constructed and the first class enrolled by the fall of 2016.

In addition to being a regional hub for medical care in South Texas, Bexar County is increasingly
recognized as a national center for bioscience research and innovation. The Countys vibrant research
community is discovering and developing new treatments, vaccines, and prevention techniques for some
of mankinds most challenging and complex diseases, such as cancer, cardiovascular disease, and
diabetes, as well as bio-threat agents like smallpox, Ebola and tularemia. The biomedical research
community is anchored by The University of Texas Health Science Center at San Antonio (UTHSCSA),
which ranks in the top 5 percent of the 1,650 U.S. universities and non-profit institutions that receive
federal research funding. Its research strengths include aging, cancer, cardiopulmonary disease,
transplantation, infectious disease, metabolic biology, neuroscience, trauma and womens health.

The most recent growth in the bioscience industry was in 2009 when Medtronic's new Diabetes Therapy
Management & Education Center began operations in San Antonio. When fully staffed, Medtronic's San
Antonio center is expected to generate more than $700 million per year in economic impact for the city
and state, according to an impact study generated by SAEDF. In May 2010, BD opened its North
American Professional Services Center Headquarters with plans to hire 300. This is the first of four
professional services centers planned across the globe.

Another recent win for Bexar Countys bioscience sector was the opening of InCube Labs, a local branch
of a life science incubator based in the Silicon Valley of California. InCube expects to bring up to five
67
UIW Medical School Posed to Get the Green Light This Week WOAI October 2013
134
biomedical startup companies and a locally-focused venture capital fund to the County. The first three
companies were announced in the fall of 2010.
68

Eagle Ford Shale

The Eagle Ford Shale is rapidly becoming one of the largest domestic crude oil and natural gas
discoveries in more than 40 years. Roughly 50 miles wide and 400 miles long, the Eagle Ford spreads
across Texas from the Mexican border covering 24 Texas counties. It is a hydrocarbon producing
formation of significant importance due to its capability of producing both gas and more oil than other
traditional shale plays. Because the shale contains a high amount of carbonate, making it brittle, using
hydraulic fracturing to produce the oil or gas is easy. The oil reserves are estimated at 3 billion barrels,
with potential output of 420,000 barrels a day.

There have been numerous recent announcements by oil and gas companies concerning their plans to
bring new jobs to Bexar County. Oil-field-services giant Halliburton Co. began work in November 2011
on a $50 million base of operations in San Antonio and plans to hire 1,400 workers to support its
operations in the Eagle Ford Shale. Baker Hughes Inc. also has plans to build a $30 million operations
center and administrative headquarters in southeastern Bexar County to support drilling in the shale and
will look to employ 400 people. Weatherford International Inc. and Schlumberger Ltd. are two other oil-
field-service companies that plan to build facilities in the County and will be looking to hire 120 and 200
workers, respectively. Other companies that plan to establish sites in Bexar County and contribute to the
Eagle Ford Shale job growth include Chesapeake Energy, Cudd Energy, EOG Resources, Inc., Marathon
Oil, and Platinum Energy.

In February 2011, the University of Texas at San Antonio released an Economic Impact Study which
showed that, as of 2010, Bexar County benefited from its proximity to the Eagle Ford Shale with close to
$104 million in total output, around $58 million in total gross state product, and almost $28.3 million in
payroll for 590 employees. Projections for the County showed that by 2020, involvement in the Eagle
Ford Shale would result in close to $703 million in total output, around $394.5 million in total gross state
product, and almost $191 million in payroll for 3,924 employees.
The study was recently updated to better grasp the full economic impact. According to the update, the
Eagle Ford Shale added an estimated 20,000 jobs to Bexar County in 2012, up from less than 5,000 in
2011.
69
Close to $161 million in construction activity for oilfield service corporations such as Halliburton
and Platinum Energy Services and close to $24 million in pipeline construction produced direct impacts
in Bexar County.
70
Including both direct and indirect economic impacts, the Eagle Ford Shale has
produced a gross county product (GCP) of just over 3.14 billion and total output of $5.11 billion. This
amount will support 20,000 full-time jobs with a total payroll of over $920 million.

San Antonio is the largest metropolitan area adjacent to the Eagle Ford Shale and will continue to receive
serious economic benefits. The County benefits from refinery operations both here and in the Corpus
Christi area. In 2022, it is projected that Bexar County will use 14,000 barrels of oil per day for refining.
Additionally, in 10 years, the gross county product will be an estimated $3.92 billion and the total output
will be an estimated $6.65 billion. For the estimated 24,280 jobs supported, the total payroll will have
increased to $1.1 billion.

68
San Antonio Economic Development Foundation. http://www.sanantonioedf.com/industry-clusters/biosciencehealthcare.
69
Eagle Ford Shales impact topped $60 billion in 2012, report says San Antonio Business J ournal March 2013
70
Economic Impacts of the Eagle Ford Shale March 2013
135

The Information Technology (IT) industry plays a major role in Bexar County. The economic impact of
IT and cyber business already measures in the billions: $10 billion in 2010, with conservative estimates of
growth to $15 billion by 2015. The industry itself is both large and diverse, including IT and Internet-
related firms that produce and sell information technology products. Information Security is a strong field
in Bexar County, with the U.S. Air Force's Air Intelligence Agency, a large and growing National
Security Agency presence, and the Center for Infrastructure Assurance and Security at the University Of
Texas at San Antonio.

Texas is number two in the nation for science and technology and Bexar County is firmly established as
number two in the nation in cyber security. The Countys association with the military and with scientific
research has helped to create a unique combination of cyber resources useful to many business operations.
The Air Force Cyber Commands (24th Air Force) recent choice to locate within the County was both
highly prestigious and highly publicized. The County offers the kind of network connectivity needed to
support all security levels of Global Cyber Operations such as the J oint Worldwide Intelligence
Communication System and the National Security Agency Nets, DISA GIG Network (Defense
Information Systems Network) and GIG-BE (Global Information Grid Bandwidth Expansion, which
helps link major government intelligence community sites). The County also has the second largest
concentration of data centers in the U.S. and 80-plus companies specializing in defense technology.
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HEB Expansion

In October 2013, HEB revealed plans for a $100 million expansion of its downtown San Antonio
headquarters.
72
The expansion would double HEBs downtown workforce by 2030 and transform the area
just north of the historic King William neighborhood. The expansion will also include a new downtown
grocery store, to be called Flores Market. The proposed market will cover an estimated 10,000 square feet
and will include several mixed-use buildings, new public spaces, and a bike trail along South Flores
Street. This expansion effort will only further aid in San Antonios push to revitalize downtown both
culturally and economically.

SUMMARY

Although the United States as a whole continues to experience a slow and sluggish economic recovery
and uncertainty about its long-term economic future, Texas and Bexar County continue to remain above
the national average in several economic indicators. Bexar County continues to be a popular place for
business to relocate existing operations and begin new initiatives. The County looks to continue to
maintain and draft new polices that will attract businesses and support a healthy labor market. This should
continue to result in more families choosing to make Bexar County their new home. Increased population
growth has already led to an increase in demand for services. Although the property tax base has started
to grow again, the tightening of fiscal policy at the federal and state level as a result of economic struggles
necessitates that the County continues to find efficiencies in its business processes and new innovations in
order to remain an economic leader, while still proving valuable services to a growing population. The
fiscal pressures the County currently faces should continue to subside, but the pace at which this happens
depends on several factors that are influenced by every level of government.
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San Antonio Economic Development Foundation.
http://us.yhs4.search.yahoo.com/yhs/search?p=San+Antonio+Economic+Development+Foundation&hspart=att&hsimp=yhs-
att_001&type=att_my_portal_home&toggle=1&cop=&ei=UTF-8&fr=att-portal.
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H-E-B plans $100 million investment around downtown store San Antonio Express News November 2013
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FIVE YEAR FINANCIAL HISTORY

137
Five Year General Fund History

Understanding the historical trends in Bexar Countys annual budget can contribute to a better
understanding of County priorities and its commitment to meet the service demands of its growing
population efficiently and fairly. As the population increases, the demand for services increases, as well -
particularly in unincorporated areas where citizens often expect services traditionally provided by
municipalities. Other factors such as inflation, legislative mandates, changes to jail population, new and
increased services, capital planning initiatives, and employee benefit costs have impacted the Bexar
County budget over the last five years.

In FY 2009-10, the total General Fund expenditures totaled $321.6 million, a quarter of a percent
($802,153) decrease from total FY 2008-09 expenditures. Cost containment strategies initiated in FY
2008-09 were extended into FY 2009-10. This was the second year of a three year plan to reduce
expenditures and balance recurring revenues with recurring expenses. Vacant positions remained frozen,
other positions were eliminated and compensation programs that increased salary costs, such as general
market adjustments, the progressive pay models, the six month adjustment program, non-renewable
salary increases and the merit award program were suspended. The increases in the FY 2009-10 Adopted
Budget were for staff required for the new courts created by the 81
st
Texas Legislature. The General
Fund ended the year with an appropriated fund balance of $54.7 million, which is a 12.5 percent ($6
million) increase from FY 2008-09.

In FY 2010-11 the total General Fund expenditures totaled $319 million, a less than one percent ($2.5
million) decrease from FY 2009-10. This was the third year of the budget balancing strategy initiated in
FY 2008-09. The FY 2010-11 Adopted Budget maintained almost all expenditures from FY 2009-10. All
new program changes were funded using existing appropriated funds or by eliminating inefficient and
unnecessary programs. The increases in the FY 2010-11 Adopted Budget were primarily aimed at
keeping an adequate contingency reserve in case the economy declined again and accounting for
increases in utility rates. The General Fund ended the year with an appropriated fund balance of $61
million, which is an 11.5 percent ($6.3 million) increase from FY 2009-10.

In FY 2011-12, the General Fund expenditures totaled $327.1 million, a 2.5 percent ($8.1 million)
increase from FY 2010-11. Commissioners Court directed the Budget Department to implement several
strategies for the FY 2011-12 budget process. These cost-saving strategies were found on achieving the
following reductions in operating expenditures:

$2 million (annualized) mid-year savings from May Hiring Freezes
$5 million from the County-wide Attrition and Vacancy Program
$5 million from targeted program savings in FY 2011-12 Budget
$5 million for Return on Investment (ROI) from use of Technology to be realized by FY
2012-13

These allowed the County to reduce operating expenses while maintaining the Countys ability to provide
services to our citizens. Through the County-wide Attrition and Vacancy Program, Offices and
Departments were given a personnel reduction goal to meet through attrition. Alternatively, Offices and
Departments were allowed to submit their own re-organization plan to achieve these savings instead of
achieving these savings through attrition alone. Due to the successful implementation of this strategy, the
County was able to save $5.4 million in personnel cost. An additional $5 million in savings through
targeted program reductions was identified by the Budget Department. The final $5 million will be
reached through various technological implementations that will further efficiencies for County services.
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The General Fund ended the year with an appropriated fund balance of $67.4 million, which was a 10.5
percent ($6.4 million) increase from FY 2010-11 Actuals, which continues to meet our commitment to
the rating agencies to maintain operating reserves of at least 10 percent.

In FY 2012-13, the General Fund expenditures totaled an estimated $339.9 million, a 3.8 percent ($12.6
million) increase over FY 2011-12. The increase was primarily due to the newly adopted Collective
Bargaining Agreement with the Deputy Sheriffs Association of Bexar County (DSABC) and the county-
wide cost of living increases. Some of the changes in the Collective Bargaining Agreement include
funding for shift differential, duty differential, education incentive, master jailer licenses, uniform
allowances, law enforcement certification, and a step plan. The FY 2012-13 Adopted Budget also
reflected the final cost-reduction strategy, achieving cost-savings by identifying opportunities to
streamline operations and improve processes through investments in technology.

The FY 2013-14 Adopted Budget General Fund projects expenditures totaling $366.6 million, a 7.9
percent increase over FY 2012-13 estimates. The significant increase is mostly the result of allocating
$6.8 million for the Non-Exempt Table Study that occurred during FY 2012-13. Funding in the amount
of $1.9 million was also allocated for a 3 percent Cost of Living Adjustment for Exempt employees.
Another increase is due to implementation of the 2
nd
year of the Collective Bargaining Contract, at a cost
of $2.9 million. The FY 2013-14 Adopted Budget also includes $1 million for an increase in the
contribution rate for the participation in the Countys retirement plan.

Graph 1 General Fund Historical Expenditures

Five Year Carry Forward Balance History

The Carry Forward Fund Balance represents the sum of unspent funds from the previous year. Graph 2
below illustrates the Fund Balances both realized and anticipated over the past five years in all Funds, as
well as the General Fund. The Appropriated Fund Balances are budgeted much like any other item.
However, these balances are designed to be spent only in emergencies or unexpected duress.

Beginning with the FY 2009-10 Adopted Budget for the General Fund, strategies were implemented to
bring recurring revenues and ongoing expenditures into alignment. The strategy in FY 2009-10 included
mid-year budget reductions for every office and department between three to five percent. The financial
139
balancing strategies developed in FY 2009-10, coupled with further reductions in FY 2010-11, the
containment strategies of the FY 2011-12, and efficiency strategies implemented in FY 2012-13 have
resulted in projections that indicate that next five years will be financially manageable.

In FY 2013-14 for all other Funds, the Carry Forward Balance, or Appropriated Fund Balance, is
significantly lower overall compared to the previous Fiscal Year. The Carry Forward Balance is affected
by both the revenue and the expenditures of a Fund. From FY 2012-13 to FY 2013-14, revenues
decreased by 35 percent; however, the expenditures have increased significantly over the same time
period. This, in effect, decreases the carry forward balance for FY 2013-14, decreasing it significantly as
shown in the Graph 2 below. The decrease in the carry forward balance is primarily due to spending the
funding of capital projects in the Flood Control Multi-Year Fund and the Advanced Transportation
District (ATD) Fund as well as Capital Improvements Projects. These projects are being accelerated in
FY 2013-14 by fully funding each project for completion.

Graph 2 Five Year Carry Forward Balance History

Five Year General Government Expenditure History

The FY 2013-14 Adopted Budget appropriates $142.8 million across all Funds for General Government.
Expenditures within this section have steadily increased over the year. The General Government
Appropriation accounts for more than half of the General Fund and includes Offices and Departments,
such as BiblioTech, Budget, County Auditor, the County Clerks Office, Office of the County Manager,
Economic Development, Elections, Facilities and Parks County Building Maintenance, Human
Resources, Information Technology, County J udge and Commissioners Court, Management and Finance,
Non-Departmental, Purchasing, and the Tax Assessor-Collectors Office. The FY 2013-14 General Fund
Adopted Budget appropriates $77.7 million, a 5.2 percent increase over FY 2012-13 estimates. The most
significant increases was the implementation of the 2
nd
year of the Collective Bargaining Contract and
increase to employee compensation and benefits.

Additionally, Internal Revenue Funds account for $49.6 million, or 35 percent, of the General
Government appropriations. The major expenditure in this group is the Self-Insured Funds. Increases in
Health Insurance and increases in Other Post-Employee Benefits (OPEB) contributed to the increased
expenditures within all Funds as shown below. The Health Insurance Fund has reached $38.1 million in
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expenditures for FY 2013-14, which exceeds revenues by $371,858. As a result of these increases, in FY
2012-13, Commissioners Court directed staff to negotiate a contract with Aetna, to administer the
Countys health benefits program. The contract with Aetna is a first step in the effort to reduce
expenditures within the Health Insurance Fund. In FY 2012-13, total medical claims decreased by 3.5
percent, as a result of plan changes within the Countys self-insured plans, as well as switching
Healthcare Administrators.

General Government includes the Special Revenue Funds. This group accounts for $13.8 million, or ten
percent, of the General Government appropriations. The various Records Management Funds and Court
Technology Funds are a significant portion of expenditures within the Special Revenue Funds. As a
General Fund cost-saving measure, beginning in FY 2009-10, the County Clerk allocated all records
management costs related to document imaging services within the County Clerk Records Management
Fund. The increase is due to the allocation of a technology project to upgrade their Land Data software.

Graph 3 Five Year General Government Expenditure History

Five Year Judicial Expenditure History

The FY 2013-14 Adopted Budget appropriates $81 million across all Funds for J udicial activities. The
General Fund accounts for the majority of this section. The expenditures within the J udicial category
include appropriations for the Bail Bond Board, Central Magistration, County Courts-At-Law, Criminal
District Attorneys Office, District Clerks Office, District Courts, DPS Warrants, Fourth Court of
Appeals, J ustice of the Peace Courts, Probate Courts, J udicial Services, J ury Operations, and Trial
Expense. All of these Offices and Departments are impacted by both the number of cases handled and the
number of courts operated.

Commissioners Court is considering redistricting of the J ustice of the Peace Precinct lines during FY
2013-14. This has the potential to significantly change the budgets of each J ustice of the Peace. As a
result, the Budget Department has placed 25% of the Budget in each Offices respective General Fund
Budget and the remaining 75% into contingencies for the FY 2013-14 Budget. All one-time expenses
were also placed in Contingencies.

One of the major costs of the J udicial Section is Indigent Defense. The Texas Fair Defense Act was
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implemented in J anuary 2002, and since that time, Court Appointed Counsel expenditures for Indigent
Defendants have increased from $6.25 million in FY 2001-02 to $13.2 million for FY 2013-14. Due to
the significant and uncontrollable nature of these expenses in FY 2008-09, the Budget Department
created the J udicial Management Report for County and Criminal District Courts. This report is
presented to Commissioners Court and the various Courts on a quarterly basis to help streamline
operations without sacrificing due process of law. The Courts have also adopted practices to help control
the cost of Indigent Defense in FY 2011-12. Criminal and J uvenile District Courts and County Courts-At-
Law have adopted individual budgets to implement improvements in their administrative processes and
see the impact on their individual budgets. The County Courts-At-Law J udges also adopted a new flat fee
schedule to help minimize itemization on Court Appointed Attorney Vouchers. The Civil District Courts
J udges adopted changes to ad litem payments. The Criminal District Courts now requires all 3
rd
Degree
Felonies and State Felonies to be reviewed by the Voucher Committee. Other Revenue includes
miscellaneous revenue sources such as interest earned, refunds, cashier overages, copies, and accounts
payable discounts. Overall, this category is estimated to collect $3,809,600 for FY 2013-14, which is
decrease of $372,709 or 8.9 percent. Majority of this revenue source is the other revenue category,
which includes the collection of pay phone fees from Central Magistration.

Graph 4 Five Year Judicial Expenditure History

Five Year Public Safety Expenditure History

The FY 2013-14 Adopted Budget appropriates $159.2 million across all Funds for Public Safety. The
expenditures within the Public Safety category within the General Fund include appropriations for all
Adult and J uvenile Detention Facilities Management, Community Supervision and Corrections,
Constables, Criminal Laboratory, Emergency Management, Fire Marshal, J uvenile Office, Medical
Examiners Office, and Sheriffs Office. The Sheriffs Office had significant decreases in overtime
payments to Detention Officers which was approved by Commissioners Court in FY 2012-13. Based on
the average turnover in FY 2012-13, a two percent reduction of the fully staffed personnel cost was also
reduced in FY 2013-14.

Commissioners Court is considering redistricting of the Constables Precinct lines during FY 2013-14.
This has the potential to significantly change the budgets of each Constable. As a result, the Budget
Department has placed 25% of the Budget in each Offices respective General Fund Budget and the
remaining 75% into contingencies for the FY 2013-14 Budget. All one-time expenses were also placed
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in Contingencies.

Included in Other Funds are various Grants approved for Public Safety issues. The amounts have
remained close to flat from FY 2012-13 to FY 2013-14.

Graph 5 Five Year Public Safety Expenditure History

Five Year Education and Recreation Expenditure History

The FY 2013-14 Adopted Budget appropriates $3 million across all Funds for Education and Recreation.
Expenditures in the Education and Recreation category represent a relatively small percent of all County
operating appropriations. This group includes Facilities and Parks Management-Parks and Agricultural
Extension Services (AgriLife).

Within the General Fund, Facilities and Parks Management-Parks increased due to new funding for
contribution to Outside Agencies. AgriLife is a program funded by both Bexar County and the State of
Texas. The State anticipated a budget shortfall of several billion dollars and began to take measures to
reduce spending. Consequently, the AgriLife Extension Office was required to reduce state funded
personnel in the FY 2010-11. The future of this office will continue to be impacted by the State funding
reductions and demands of services required by the County.

The increase from FY 2012-13 to FY 2013-14 in General Funds within this appropriation is due to
increases in funding for AgriLife Extension Services and Facilities and Parks Management-Parks. All
Funds has decreased significantly due to Grant Funds having been expended in FY 2011-12. As of FY
2012-13 there are no grants that are considered to be Education and Recreation expenses.

143

Graph 6 Five Year Education and Recreation Expenditure History

Five Year Highways Expenditure History

The FY 2013-14 Adopted Budget appropriates $253.9 million across all Funds for Highways. The
General Fund is a small percentage of this expenditure group. Facilities and Parks-Administration and
Facilities and Parks-Energy are also included in this group within the General Fund. The increase is
primarily in Energy due to anticipated rate increases from City Public Service (CPS), along with the
addition of two new facilities, the Adult Detention Center South Annex (formerly Toudouze) and the
Pleasanton Road Precinct 1 Facility.

Other funds included in the Highway group are the County Road and Bridge Fund, the 2003 Bond
Referendum Fund, and the Texas Department of Transportation (TxDOT) and Advanced Transportation
District (ATD) Multi-Year Fund. Capital projects, specifically the Capital Improvements and
TxDOT/ATD projects, received a significant amount of funding in order to accelerate the projects to
completion. As a means of saving and creating jobs, and to take advantage of the favorable conditions in
the finance and construction markets, during FY 2008-09, Commissioners Court directed Offices and
Departments to identify shovel-ready County Capital Improvement Projects (CIP) that could be
accelerated. The Court also directed the Management and Finance Department to develop a financing
strategy for this project acceleration, in order to lock-in favorable interest rates for accelerated, debt-
funded projects. This initiative has continued since FY 2008-09 and in FY 2012-13 the County, took
advantage of the continued low interest rate environment and issued $475 million in Certificates of
Obligation.

In FY 2006-07, the Countywide Citizens Watershed Master Plan Committee identified a total of
approximately 71 projects with an estimated cost of over $500 million dollars to be completed over the
next ten years. In FY 2013-14, the Flood Control Debt-Funded projects were allocated $180 million of
the $500 million, in order to complete existing and new projects. Another significant increase was the
Texas Department of Transportation and Advanced Transportation District Multi-Year Fund, which
budgeted $50 million to complete two new projects in FY 2013-14.

144

Graph 7 Five Year Highways Expenditure History

Five Year Intergovernmental Expenditure History

The FY 2013-14 Adopted Budget appropriates $70.2 million across all Funds for Intergovernmental.
The major expenditure for this section is the Community Venues Fund, funded by Visitor Tax revenue,
which includes a levy on hotel/motel occupancy and car rentals. Some of the Projects that are completed
or are underway include Museum Reach (Brackenridge Park to Hildebrand), Eagleland Reach, Mission
Reach (Mission Road to Mission Espada), Missions Baseball Academy, Northside Swim Center, St.
Marys Complex, Southeast Skyline, the University of Texas at San Antonio (UTSA) Complex,
Wheatley Heights Complex, Freeman Coliseum, the Exhibition and Stock Show Facilities, the AT&T
Center, Performing Arts Center, Briscoe Western Art Museum, and Alameda Theater. During FY 2012-
13, significant progress was made in the construction of the Performing Arts Center. Due to financial
reporting changes in the new financial system, the General Fund shows no funding starting FY 2010-11,
as shown below.

Graph 8 Five Year Intergovernmental Expenditure History

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Five Year Capital Expenditure History

The FY 2013-14Adopted Budget appropriates $110.6 million across all Funds for Capital Expenditures.
Capital Expenditures are funds appropriated for assets or projects with a useful life of several years or
more. Capital expenditures are often funded through debt issuances and often cost tens of millions of
dollars. Capital projects may also be cash-funded. Debt-funded projects are included in Grants-In-Aid,
County Road and Bridge (Debt), and Capital Improvement Projects. Cash-funded projects are included
in County Road and Bridge (Cash) and Flood Control (Cash). Cash-funded projects are short-term
projects that are funded with the available revenue for that Fiscal Year. Grants may also purchase capital
items, but is a Special Revenue Fund funded through outside sources. County Road and Bridge and
Capital Improvement Projects are the major expenditures in this section. During the FY 2008-09,
Commissioners Court directed Offices and Departments to identify shovel-ready County Capital
Projects that could be accelerated. It was the desire of the Court to use County construction expenditures
to save and create jobs, as well as to take advantage of favorable conditions in the finance market and
construction markets. This initiative has continued since FY 2008-09 and in FY 2012-13 the County,
took advantage of the continued low interest rate environment and issued $475 million in Certificates of
Obligation.

The FY 2013-14 Adopted Budget funds a total of $21,425,000 from the following sources: $13,425,000
from new debt issuances, $4,000,000 in cash transferred from the County Road and Bridge Fund, and
$4,000,000 from completed projects and available contingencies. The following new projects are funded
through design and construction: Shaenfield Place Subdivision ($3,500,000), and Steubing Road
($3,000,000). The following new projects are funded through design only: Old F.M. 471 & Talley Road
($1,500,000), and Talley Road Phase I ($1,875,000). The following new projects are funded through
design and partial construction: Marshall Road ($1,000,000) and Bulverde Pedestrian Amenities
($2,100,000). The following existing projects will be funded for completion: Bulverde Phase IV
($1,000,000), Glen Mont ($1,500,000), Candlewood Phase I ($3,250,000), Palm Park ($600,000), and
Roft Road ($2,100,000).

The FY 2013-14 Capital Improvement Funds Budget appropriated $97.6 million in new funding for new
and existing Projects. Some of the major Projects include the Adult Detention Center Plumbing and
Mechanical Systems Replacement ($35,775,000), Courtroom Restoration FY 2014 ($4,922,000), Federal
Reserve Building Child Support Courts ($4,435,500), Sheriffs Office Records Management System
($4,500,000) BCIT Bexar Business Continuity ($7,061,315), Radio Systems FY 2014-2016 ($9,909,600),
and Vehicle Replacement FY 2014 ($4,453,827). Funding was also continued from previously funded
Capital Projects.

Graph 9 Five Year Capital Expenditure History

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Five Year Health and Public Welfare Expenditure History

The FY 2013-14 Adopted Budget appropriates $21.6 million across all Funds for Health and Public
Welfare. The major expenditure for this section is Grant-In-Aid. Grant funding for Health and Public
Welfare programs has changed from $14.6 million estimated for FY 2012-13 to a total of $12.8 million
budgeted in FY 2013-14. Many grant agencies issue grants around J anuary, which is after the first quarter
of the Countys fiscal year. Therefore, a significant amount of funds can be carried forward each year,
depending on the term of each Grant. The County also has new and pending Grants in the amount of $7.1
million for FY 2013-14.

Community Development Block Grant (CDBG) is an expenditure in this section. In FY 2013-14, $2
million was approved for Infrastructure Projects, Project delivery, and administrative costs. CDBG
funding can be carried over to the next year, excluding public service and administration costs. If all public
service and administration costs cannot be expended during the budget year, the additional funding may be
used for eligible CDBG Projects with budgetary short falls during the budget year.

Graph 10 Five Year Health and Public Welfare Expenditure History
147

PERFORMANCE REVIEWS
AND
SPECIAL STUDIES
148

FY 2013-14 Studies

The following are planned studies for FY 2013-2014:

J ustice of the Peace and Constable Redistricting: Commissioners Court is considering
redistricting the J ustice of the Peace and Constable Precinct lines to mirror Commissioner
Precinct lines during FY 2013-14. The current population distribution and associated workload
between the J ustice of the Peace and Constable Precincts is notably out of balance, causing
County-wide inefficiencies. Because redistricting would involve a redistribution of staff and
resources among the Precincts, the budgets for each Precinct would also experience significant
change. In response, the Budget Department has placed 25% of the Budget in each J ustice of the
Peace and Constables respective General Fund Budget and the remaining 75% into
Contingencies for the FY 2013-14 Budget. All one-time expenses were also placed in
Contingencies. Once an outcome regarding redistricting has been decided, all funds will be
released from Contingencies into each J ustice of the Peace and Constables General Fund Budget.

Fleet Management Performance Review: The Fleet Maintenance Department is currently located
in a space that does not offer room for expansion. As Bexar Countys population continues to
grow and more citizens move into the unincorporated area, it is possible that the Countys fleet
will grow as well. To ensure that the Fleet Maintenance Department can continue to provide
services for County vehicles and equipment, a Performance Review will be completed to
determine the best method of delivering fleet management and maintenance services. This review
will involve analysis of the turn-around times for vehicle maintenance and services. Furthermore,
the Performance Review of the Fleet Maintenance Department will look at costs and
effectiveness associated with the Fleet Maintenance Department, as well as its location, to ensure
the Fleet Maintenance Department is prepared for any growth in the Countys vehicle fleet.

Vehicle Use/Replacement Policy Review: The Vehicle Replacement Policy outlines criteria for
replacement of vehicles in the Countys fleet. A review of the policy will be undertaken to ensure
that it meets each Office and Departments mission and needs. More specifically, the review will
ensure that the policy reflects more efficient, uniform, and effective business practices. The
Budget Department, along with the County Managers Office, will look to put in place a policy
that standardizes the types of vehicles purchased by the County, rather than encouraging the
purchase of multiple types of vehicles across the County. In addition, the Vehicle Use Policy will
be reviewed to ensure that vehicles are being assigned and used appropriately during County
duties as well as outside County functions.

Adult Detention Civilian Staffing Study: The Budget Department along with the Bexar County
Sheriff's Office will conduct a staffing study for civilian positions within the Adult Detention
Center, identify staffing needs, and bring forward a recommendation on the number and type of
civilian positions so that more uniformed officers can be available to guard/watch inmates.

Court Security Staffing Study: The Budget Department, along with the Bexar County Sheriff's
Office, will conduct a staffing study of uniformed positions within the Court Security division of
the Sheriff's Office, identify staffing needs, and bring forward a recommendation as to the
number of positions required to provide a safe working environment in an efficient manner.

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Staff Support for Substations Study & Law Enforcement Training Study: The Budget &
Management/Finance Department alongside the Parks and Facilities Department and the Bexar
County Sheriff's Office will conduct a study on the need for Substations and a Law Enforcement
Training facility. The goal of the project is to determine the best location and design of
substations to provide the most efficient and effective law enforcement services to Bexar County
citizens. The total estimated cost of this project is $1,500,000.

Specialty Courts Study: In May 2013, the County Manager tasked the Budget &
Management/Finance Department with conducting a review and best practices analysis of the
Bexar County Specialty Courts program. This review examined statewide and national best
practices for each court. The Budget & Management/Finance Department concluded the review
in August and presented its recommendations to all stakeholders involved with the Specialty
Courts. The outcome of the study is now pending additional input from outside consultants,
which should be completed before the end of FY 2013-14.

J uvenile Probation Relocation Feasibility Study: J uvenile Probation requested funding during the
FY 2013-14 budget process for the relocation of their J uvenile J ustice Alternative Education
Program (J J AEP). Specifically, J uvenile Probation requested funding for a new centrally-located
leased or county-owned facility. The J J AEP facility is the old Sears building on the east side of
town and requires a significant amount of repairs. The facility is owned by the County and is
located at 1402 N. Hackberry, San Antonio, TX 78208. J uvenile Probation stated that due to
declining referrals from local school districts, the facility is not being used to its full capacity. The
current facility is 29,680 sq. ft. and the population of students has decreased from 300 to 70 over
the past several years. The J uvenile Board has increased the cost charged to the School Districts
for educating their students from $79 per day to $135 per day. As a result of an increase in cost
charged to school districts, the school districts send students to their own alternative schools
instead. Additionally, J uvenile Probation requested funds from the General Fund to relocate their
Ropes Challenge Course. The program uses two courses: one is located at the Cyndi Taylor Krier
J uvenile Correctional Center for the residents of that post adjudication facility; the other one is at
the Blessed Sacrament Academy for use by juveniles in the Mission Facility. Blessed Sacrament
wants to discontinue the use of their course for the Ropes program. J uvenile Probation can sell
the course infrastructure to Blessed Sacrament or move the course infrastructure to a new
location. The Budget Department will examine the feasibility of relocating the J J AEP facility and
the Ropes Challenge Course.

AgriLife Performance Review: During the FY 2013-14 budget process, the Office of the County
Manager assumed responsibility for the Texas AgriLife Extension Office, previously under the
Economic Development Department. As a result, the County Manager has tasked the Budget
Department with a discovery/performance review study to understand the operations and the
impacts the Department has on Bexar County and the surrounding region. The study will include
a staffing analysis, operational activities overview, and a review of current performance
measures.

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Strategic Issues

The leadership of Bexar County continues to prepare for future challenges presented by the
economic uncertainties of the nation and the State of Texas, marginal revenue growth, and
continual growth in the unincorporated areas of the County. Over the past five years, the national
economy has been experiencing a wide berth of challenges including high unemployment, weak
housing markets, increased energy prices, and tighter credit lending to consumers. Against this
backdrop, Bexar County Commissioners Court continues to be proactive and forward thinking in
order to lessen the impact of these variables on County finances and operations. Bexar County is
a partner in the global market place and must develop strategies to mitigate any negative
influences while strengthening positive economic ties from abroad.

Justice of the Peace Precincts
Maintaining operations in key service areas, such as public safety and the justice system, are
essential due to the increase in the demand for County services. Commissioners Court is
addressing the matter in the FY 2013-14 Adopted Budget. As the population in Bexar County
has grown, the population served by each J ustice of the Peace and Constable Precinct has
become unbalanced. Whereas the Commissioner Precincts lines have recently been redrawn to
rebalance the population between their four precincts, this has not been done within the four
J ustice of the Peace and Constable precincts. To offer higher levels of equal service across the
County, Commissioners Court will review aligning the J ustice of the Peace and Constable
precincts to mirror Commissioner Precinct lines.

Public Safety Investments
Achieving additional efficiencies within Bexar Countys criminal justice system continues to be
a main priority for Commissioners Court. The continuation of current jail population mitigation
strategies such as specialty courts, jail diversion programs, inmate re-entry programs, and the
judicial management report are vital to meeting the demand for services from the growing
population. To further enhance public safety and services in Bexar County, two new sections
have been created with the Sheriffs Office this fiscal year. The first section is the Court
Services Emergency Response Team (ERT). The ERT will provide immediate response to
threats and attacks to the seat of county government, county courts-at-law, criminal and civil
district courts, and the Fourth Court of Appeals. Commissioners Court has also included funding
for capital projects in the amount of $5,789,287, which includes a Records Management System,
COBAN Digital Video System, Criminal Investigations Division Desktop Replacement with
Toughbooks, Academy Parking Lot Surfacing, Patrol Shotguns and Vests, Omnixx Force Web,
Patrol and SWAT Tasers, Tasers for the Warrants Section, Ballistic Shields for the Warrants
Section, and Level IIIA Body Armor for Patrol.

Offender Reentry Services
In 2008, the Bexar County Reentry Council recommended developing a One-Stop Reentry
Center focused on addressing the needs of individuals leaving the Bexar County Detention
Center to avoid their return to the Criminal J ustice System. In J uly 2013, Commissioners Court
approved a grant application with the U.S. Bureau of J ustice for $1.5 million to provide
extensive services from a collaboration of local non-profit and core service vendors to address
the criminogenic needs of the high utilizer population. Funding in the amount of $375,000 is
proposed as a cash match for this grant. The Court also approved a contract for architectural and
engineering services to develop a design for the One-Stop Reentry Center. The goal is to have
151
the facility in operation by the spring of 2014. The overarching goal is to develop individualized
intervention strategies for each offender, reducing recidivism, and improving public safety while
reducing cost.

City-Like Services
This year Commissioners Court has taken steps necessary to address the concerns of citizens
located in the unincorporated areas for more city-like services. The FY 2013-14 Adopted
Budget creates the Animal Control Services Department; this department will be responsive to
the animal control needs of residents living in the unincorporated areas of Bexar County.
Employees of the Division will humanely capture, restrain, and transport loose and/or dangerous
animals to a City run Animal Care Services Facility. Prior to this action taken by Commissioners
Court, the County contracted with the City of San Antonio for animal control services. However,
due to the concerns of citizens in the unincorporated area, whom City Officials are not held
responsible to, the County has elected to bring the services in-house to better meet the needs of
the unincorporated area.

This is also the inaugural year of the Countys foray into library services with the grand opening
of the BiblioTech facility on September 17, 2013. BiblioTech is the first public digital library of
its kind and membership is free to all Bexar County residents. On J une 20, 2013 the Texas State
Library and Archives Commission accredited the BiblioTech as a fully functioning public
library, which will allow the BiblioTech to participate in the TexShare Program and the federal
E-Rate program. Educational achievement and success in Bexar County has always been at the
forefront of Commissioners Courts agenda, particularly in a time where traditional education is
lacking in preparing students for the challenges of a new global marketplace. This fully digital
library will provide citizens with the educational resources and tools for academic success as
well as technological aptitude and skills to thrive in a competitive job market. The BiblioTech s
hours of operation are Monday through Friday 12:00pm to 8:00pm and Saturday and Sunday
10:00am to 6:00pm, and will be closed on all Bexar County holidays.

Transportation Initiatives
Growth in the unincorporated area in Bexar County puts strain on transportation infrastructure
and can cut into the entire Countys productivity, i.e. traffic congestion. Besides the maintenance
of over 1,300 center lane miles of county roads, Bexar County has currently three large roadway
improvements projects underway; Loop 1604 - Lower Seguin Rd., FM 471-Culebra, and FM
1957 - Potranco / 211. In FY 2012-13 the Culebra Road - FM 3487 and Blanco Road - FM 2696
improvement projects were completed. These projects have a total budget of $156,227,000. Also,
the County has funded a portion of the U.S. Highway 281 & 1604 interchange improvement
project, $92,000,000, which the Texas Department of Transportation is managing. The
investments Commissioners Court continues to make in transportation infrastructure will ensure
the continued growth and prosperity of Bexar County.

Flood Control
The County is now in the seventh year of the 10-year $500 million flood control program,
another vital infrastructure activity. Of the 70 projects approved, 15 have been completed with an
additional 10 in construction. The remaining 45 projects are currently in the planning and design
stages. Phase II of the High Water Detection and Warning System project, which warns
motorists of flooded roadways in real time and is a life safety enhancement that will protect our
growing community, is currently underway with an additional 41 High Water Detection and
152
Warning System (HALT) sites planned for installation this fiscal year. There are currently 52
HALT sites, all of which are located in the unincorporated area of Bexar County.

During the planning and design phases of various projects associated with the Ten-Year Flood
Control Program, it was found that FEMA flood plain maps along San Pedro Creek were
miscalculated. As a result, Commissioners Court initiated one of the largest flood control
projects to date, the San Pedro Creek Restoration. This project is estimated to cost $174.6 million
and will widen and deepen the San Pedro Channel and by doing so, remove 41.8 acres of
adjacent property and structures from the 100-year flood plain in Bexar County. This project is
also expected to increase the quality of life of citizens in Bexar County and provide economic
development benefits to the western portion of the downtown area through continued
revitalization and rehabilitation by both private and public agencies in the coming decade. The
County has committed $125 million to this project.

153

BiblioTech Grand Opening

The BiblioTech had its grand opening on September 17, 2013. This venture was the Countys first step in
providing library services to the community. The County also provides funding to the City of San
Antonio library system through its Master Interlocal Agreement. BiblioTech is the first public digital
library of its kind. Membership is free to all Bexar County residents. Patron services include:
Access to BiblioTech's digital collection including e-books, audiobooks, software training
databases and more
Wireless internet access
Computer classes
Laptop, desktop and tablet access
E-readers (available for circulation)
Programs for children and adults
Study/meeting space

154

GENERAL FUND

155

Culebra Creek Sports Complex (Precinct 2)
Bexar County along with the Alamo City Youth Soccer Organization (ACYSO) and the City of San
Antonio, is adding five champion size fields to 7 existing fields at the Culebra Creek Soccer Park. The
complex gives the 1,500 players in the ACYSO more practice room and the ability to attract college
tournaments and U.S. Youth Regional Soccer games. A total of $5.23 million in venue tax funds were
used and the park officially opened in J une 2011.

156
Bexar County, Texas
General Fund Summary
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14
ACTUAL BUDGET ESTIMATE BUDGET
AVAILABLE FUNDS
Beginning Balance
Undesignated Funds 61,003,346 $ 63,770,522 $ 67,381,083 $ 63,759,586 $
Designated for Encumbrances - $
Total Beginning Balance 61,003,346 $ 63,770,522 $ 67,381,083 $ 63,759,586 $
Revenue
Ad Valorem Taxes 239,427,350 $ 242,902,905 $ 245,331,150 $ 258,484,000 $
Other Taxes 17,113,635 $ 13,959,000 $ 14,811,175 $ 17,397,285 $
Licenses and Permits 1,879,235 $ 1,728,660 $ 1,932,369 $ 2,010,375 $
Intergovernmental Revenue 21,083,808 $ 18,023,000 $ 21,290,371 $ 22,608,081 $
Service Fees 25,648,537 $ 25,033,310 $ 27,782,118 $ 26,859,840 $
Fees on Motor Vehicles 6,130,290 $ 5,472,000 $ 6,233,500 $ 6,363,000 $
Commission on Ad Valorem Taxes 4,244,598 $ 3,981,466 $ 3,977,059 $ 4,162,874 $
Fines and Forfeitures 11,593,963 $ 10,172,000 $ 9,463,361 $ 12,552,000 $
Revenue From Use of Assets 2,363,606 $ 807,700 $ 1,099,551 $ 656,000 $
Other Revenue 4,041,769 $ 3,562,850 $ 4,182,309 $ 3,809,600 $
Interfund Transfers 3,070 $ 3,070 $ 3,070 $ 3,070 $
Total Revenues 333,529,860 $ 325,645,961 $ 336,106,033 $ 354,906,125 $
TOTAL AVAILABLE FUNDS 394,533,206 $ 389,416,483 $ 403,487,116 $ 418,665,711 $
APPROPRIATIONS
General Government 67,660,800 $ 70,371,752 $ 73,858,436 $ 77,721,475 $
J udicial 76,931,173 $ 78,585,961 $ 79,010,886 $ 76,889,276 $
Public Safety 155,313,637 $ 154,951,469 $ 163,608,027 $ 156,190,309 $
Education and Recreation 2,758,902 $ 3,065,598 $ 2,938,870 $ 3,031,321 $
Highways 5,248,470 $ 5,920,904 $ 5,478,818 $ 5,876,301 $
Health and Public Welfare 4,627,094 $ 4,890,799 $ 5,009,901 $ 5,766,897 $
Contingencies - $ 12,559,201 $ - $ 30,932,633 $
Subtotal 312,540,076 $ 330,345,684 $ 329,904,938 $ 356,408,212 $
Interfund Transfers 14,612,047 $ 9,575,665 $ 9,822,592 $ 10,215,678 $
TOTAL OPERATING APPROPRIATIONS 327,152,123 $ 339,921,349 $ 339,727,530 $ 366,623,890 $
Appropriated Fund Balance 67,381,083 $ 49,495,134 $ 63,759,586 $ 52,041,821 $
TOTAL APPROPRIATIONS 394,533,206 $ 389,416,483 $ 403,487,116 $ 418,665,711 $
Target Fund Balance 32,715,212 $ 33,992,135 $ 33,972,753 $ 36,662,389 $
Difference (34,665,871) $ (15,502,999) $ (29,786,833) $ (15,379,432) $
157
Bexar County, Texas
General Fund - Departmental Summary
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14
ACTUAL MOD BUDGET ESTIMATE BUDGET
General Government
J udge/Commissioners 1,516,380 $ 1,485,666 $ 1,498,962 $ 1,510,114 $
County Clerk 6,400,294 $ 6,620,599 $ 6,522,947 $ 6,763,159 $
County Auditor 4,017,289 $ 4,033,635 $ 4,006,745 $ 4,177,960 $
Economic Development 872,581 $ 884,112 $ 933,322 $ 866,725 $
Elections 2,464,466 $ 2,249,868 $ 1,853,337 $ 2,503,877 $
Information Technology 8,441,790 $ 9,378,634 $ 9,020,727 $ 9,693,088 $
Tax Assessor - Collector 9,467,737 $ 9,692,256 $ 9,589,129 $ 9,934,261 $
Purchasing 1,180,079 $ 1,200,295 $ 1,213,706 $ 1,182,114 $
Facilities and Parks - County Bldg Maintenance 3,083,721 $ 3,277,225 $ 3,359,522 $ 3,584,227 $
Office of the County Manager 894,540 $ 1,082,319 $ 1,115,710 $ 1,180,614 $
Budget 633,942 $ 567,406 $ 476,584 $ 482,872 $
Management and Finance 851,008 $ 565,961 $ 594,227 $ 537,244 $
Human Resources 643,084 $ 1,023,053 $ 1,007,785 $ 1,074,531 $
BiblioTech - $ 164,090 $ 140,465 $ 1,210,398 $
Total General Government 40,466,911 $ 42,225,119 $ 41,333,168 $ 44,701,184 $
Judicial
Criminal District Attorney 23,615,005 $ 23,915,637 $ 24,520,975 $ 24,771,667 $
Trial Expense 1,238,144 $ 1,251,543 $ 1,304,630 $ 1,288,855 $
District Clerk 7,130,276 $ 7,365,468 $ 7,319,289 $ 7,457,366 $
J ury Operations 1,575,526 $ 1,691,448 $ 1,761,541 $ 1,718,818 $
County Courts at Law 8,919,336 $ 8,704,480 $ 8,973,155 $ 9,150,715 $
Central Magistration Courts 2,442,961 $ 2,519,389 $ 2,502,063 $ 2,607,122 $
Central Magistration Clerk 1,046,127 $ 1,064,841 $ 1,086,040 $ 1,111,694 $
Probate Courts 1,667,014 $ 1,643,570 $ 1,728,256 $ 1,749,396 $
J ustice of the Peace - Precinct 1 614,146 $ 634,906 $ 641,328 $ 157,894 $
J ustice of the Peace - Precinct 1, Place 3 776,683 $ 736,314 $ 757,117 $ 185,305 $
J ustice of the Peace - Precinct 2 1,130,102 $ 1,153,920 $ 1,181,530 $ 290,361 $
Criminal District Courts 10,808,021 $ 11,166,084 $ 10,787,906 $ 10,847,507 $
J uvenile District Courts 2,692,550 $ 2,805,111 $ 2,631,436 $ 2,671,494 $
Civil District Courts 6,970,878 $ 7,035,676 $ 6,990,598 $ 7,214,915 $
J udicial Services 4,179,307 $ 4,426,326 $ 4,544,569 $ 4,624,541 $
Bail Bond Board 55,544 $ 55,851 $ 57,611 $ 58,674 $
4th Court of Appeals 74,302 $ 74,483 $ 74,607 $ 78,140 $
DPS Highway Patrol 99,236 $ 53,540 $ 54,803 $ 95,248 $
J udicial Services - Appellate Public Defender 228,963 $ 415,980 $ 248,248 $ 338,964 $
Total Judicial 76,931,173 $ 78,585,961 $ 79,010,886 $ 76,889,276 $
158
Bexar County, Texas
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14
Public Safety
Sheriff - Law Enforcement 48,138,985 $ 48,728,105 $ 52,456,938 $ 53,146,761 $
Sheriff - Adult Detention 57,930,027 $ 54,699,094 $ 59,141,750 $ 54,465,763 $
Sheriff - Support Services 1,968,496 $ 2,165,990 $ 2,144,238 $ 2,429,628 $
Facilities and Parks Department
Facilities and Parks - Adult Detention 2,406,182 $ 2,779,028 $ 2,670,769 $ 3,066,408 $
Facilities and Parks - J uvenile Detention 1,588,996 $ 1,703,092 $ 1,661,973 $ 1,693,586 $
Juvenile Office
J uvenile Probation 12,043,952 $ 12,014,637 $ 12,789,556 $ 13,033,787 $
J uvenile Institutions 15,627,633 $ 15,933,259 $ 16,249,839 $ 16,356,431 $
J uvenile - Child Support Probation 615,452 $ 653,676 $ 655,650 $ 634,574 $
Judicial Services
Medical Examiner 4,141,862 $ 4,407,972 $ 4,274,992 $ 4,665,456 $
Criminal Investigation Laboratory 1,934,528 $ 2,070,144 $ 2,121,685 $ 2,243,352 $
Facilities and Parks - FSC Operations 510,797 $ 488,948 $ 487,686 $ 504,108 $
Community Supervision/Corrections 219,487 $ 582,922 $ 317,093 $ 343,432 $
Office of the County Manager - Fire Marshal 971,371 $ 1,060,633 $ 998,438 $ 1,059,592 $
Office of the County Manager - Emerg Mgmt 463,359 $ 865,689 $ 707,343 $ 756,821 $
Constable - Precinct 1 1,523,335 $ 1,514,681 $ 1,570,999 $ 418,373 $
Total Public Safety 155,313,637 $ 154,951,469 $ 163,608,027 $ 156,190,309 $
Facilities and Parks - Parks 2,126,732 $ 2,353,308 $ 2,239,955 $ 2,289,254 $
AgriLife Extension 632,170 $ 712,290 $ 698,915 $ 742,067 $
Total Education and Recreation 2,758,902 $ 3,065,598 $ 2,938,870 $ 3,031,321 $
Facilities Maintenance
Facilities and Parks - Administration 258,810 $ 334,932 $ 298,209 $ 323,101 $
Facilities and Parks - Energy 4,989,660 $ 5,585,972 $ 5,180,609 $ 5,553,200 $
Total Highways 5,248,470 $ 5,920,904 $ 5,478,818 $ 5,876,301 $
159
Bexar County, Texas
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14
Community Resources 413,997 $ 428,025 $ 436,379 $ 448,926 $
Community Resources - Community Programs 390,551 $ 434,387 $ 424,236 $ 454,873 $
Community Resources - Mental Health Initiative 413,891 $ 413,785 $ 416,790 $ 216,579 $
Community Resources - Mental Health Public Defenders - $ 141,414 $ 126,631 $ 143,624 $
Purchasing - SMWBE 406,684 $ 474,335 $ 611,071 $ 593,721 $
Public Works - Environmental Services 277,009 $ 265,138 $ 268,908 $ 464,670 $
Public Works - Animal Care Services - $ - $ - $ 226,716 $
Child Welfare Board 2,476,131 $ 2,476,798 $ 2,475,874 $ 2,627,004 $
Veterans Services 248,831 $ 256,917 $ 250,014 $ 276,460 $
Mental Health Department - $ - $ - $ 314,325 $
Total Health and Public Welfare 4,627,094 $ 4,890,799 $ 5,009,901 $ 5,766,897 $
Non-Departmental 41,805,936 $ 50,281,499 $ 42,347,860 $ 74,168,601 $
General Government 27,193,889 $ 28,146,633 $ 32,525,268 $ 33,020,290 $
Interfund Transfers 14,612,047 $ 9,575,665 $ 9,822,592 $ 10,215,678 $
Contingencies - $ 12,559,201 $ - $ 30,932,633 $
TOTAL 327,152,123 $ 339,921,349 $ 339,727,530 $ 366,623,890 $
160
APPROPRIATED FUND BALANCE Company: 100

Program Description: The FY 2013-14 Adopted Budget includes $52,041,820 as an
appropriated fund balance for the General Fund. This amount will be held as an operating reserve.
Because the County can only spend funds that are actually appropriated in the adopted budget, it is in the
Countys best interest to appropriate all of the anticipated fund balance. This makes these funds available
for use if some extraordinary event would require the expenditure of these funds. The County has a
policy not to use the Appropriated Fund Balance except for some unforeseen, catastrophic event.

Performance Indicators:

Not Applicable

Appropriations:

FY 2 20 01 11 1- -1 12 2
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Appropriated Fund Balance $67,381,083 $63,759,586 $52,041,821

Total $67,381,083 $63,759,586 $52,041,821

Program Justification and Analysis:

Commissioners Court has set a policy to maintain a General Fund operating reserve equal to one-tenth of
annual operating expenses. This represents Bexar Countys commitment to maintain strong financial
reserves.

The FY 2013-14 Appropriated Fund Balance decreases by 18.4 percent when compared to the FY 2012-
13 estimates. This is a difference of about $11,717,766 when compared to the FY 2012-13 estimated
Appropriated Fund Balance, which is due to an increase in expenditures for FY 2013-14 when compared
to FY 2012-13 estimates.

The FY 2013-14 Adopted Budget includes an ending fund balance of $52,041,821 that meets the
requirement to protect the Countys excellent bond rating and maintain financial stability.
161
AGRILIFE

Mission: The Texas AgriLife Extension Office facilitates significant change in Bexar County through
the investment of appropriate resources.

Our mission will be accomplished by:

Identifying and maximizing all available resources in the community.
Working cooperatively with other governmental agencies, organizations, and institutions to
provide planned, comprehensive services for our customers that avoid duplication of services.
Refining program and service delivery designs to identify additional opportunities for effective
and efficient delivery of services.
The development and implementation of a comprehensive plan, administration of program and
coordination of projects/activities to effect change for the citizens of Bexar County with a
comprehensive array of services and improvements.
Improving the lives of people, business, and communities across Bexar County and beyond
through high-quality, relevant education.

Vision: To change lives and communities through the careful, deliberate use of appropriate tools and
resources.

Goals and Objectives:

To design and implement programs based on sound public policies, which meet the basic needs of
County residents.
To form productive operational partnerships with other governmental and non-governmental
entities that will expand services to County residents.
To operate basic needs programs that are fully compliant with funding regulations and policies.
To provide quality services and client satisfaction through the timely and cost effective
expenditure of resources.
Enhance access to and deliver of entitlement benefits through Bexar County.
Provide and promote quality information and referrals to other resources.
Educate Bexar County residents to take more responsibility for improving their health, safety,
productivity and well being.
Educate Bexar County residents to improve their stewardship of the environment and Texas
natural resources.
Enable Bexar County residents to make decisions that contribute to their economic security and to
the Countys economic prosperity.
Foster the development of responsible, productive, and self-motivated youth and adults.

Program Description: The Texas AgriLife Extension Service Division offers the knowledge
resources of the land-grant university system to educate Bexar County residents for self-improvement,
individual action and community problem solving. The Texas AgriLife Extension Service Division is a
statewide educational agency and a member of the Texas A&M University System (TAMUS), linked in a
unique partnership with the nationwide Cooperative Extension System and Texas County governments.
- FUND: 100
ACCOUNTING UNIT: 5102
162
The Texas AgriLife Extension Service Division values and promotes principles of citizen and community
involvement, scientifically-based education, lifelong learning and volunteerism. It provides access to all
citizens and works cooperatively with other TAMUS parts, County departments and external agencies and
organizations to achieve its goals.

FY 2011-12 FY 2012-13 FY 2013-14
Actual Estimate Budget

Work Load Indicators:
Number of People (Adults & Youth) Reached
by Group Educational Programs
416,994 469,135 475,000
Number of Youth Reached by Educational
Group Programs
148,440 274,180 280,045
Educational Programs Conducted by Faculty 6,066 5,676 5,876

Efficiency Indicators:
Average attendance per educational program 51 59 58
Average hours of work accomplished per volunteer 40 40 40
Percentage of Master Volunteers Fulfilling Commitment
of Volunteer Service
70% 75% 80%

Effectiveness Indicators:
Value of Information and Program provided by the
Extension (5.0 =Extremely valuable)
4.6 4.59 4.65
Overall Satisfaction with Extension Activities
(5.0 =Completely Satisfied)
4.7 4.66 4.75
Percent Who Would Recommend the
Extension Activity to Others
97% 97.4% 98%

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Actual Budget Estimate Budget

Personnel Services $472,073 $517,645 $506,782 $551,910
Travel, Training, and Remunerations 19,323 19,320 19,320 23,430
Operational Expenses 128,136 162,002 160,064 150,452
Supplies and Materials 12,638 13,323 12,749 16,275

Total $632,170 $712,290 $698,915 $742,067

163

The FY 2013-14 Adopted Budget increases by 6 percent when compared to the FY 2012-13
estimates. This is primarily due to an increase in the Personnel Services Appropriation as described
below.

The Personnel Services group increases by 9 percent when compared to the FY 2012-13 estimates.
This increase is due to fully funding all positions within AgriLifes authorized position list.

The Travel and Remunerations group increases by 21 percent when compared to the FY 2012-13
estimates. This increase is due to additional travel for the Youth Agriculture, Outreach, and Garden
programs throughout Texas. Travel also has increased due to the addition of a new County Extension
Associate-Water and Natural Resources.

The Operational Costs group decreases by 6 percent when compared to FY 2012-13 estimates. This is
due to one-time costs associated with technology improvement items which were purchased in FY
2012-13.

The Supplies and Materials group increases by 28 percent when compared to FY 2012-13 estimates.
This is due to material costs associated with the new Health and Wellness Program Specialist as
described in the program change below.

The FY 2013-14 Adopted Budget includes two program changes for a total cost of $11,665.

The first program change adds one Health and Wellness Program Specialist (E-07) and
deletes one Agricultural Youth Educator (E-02) and one Agricultural Program Technician-
Part-Time (NE-03) for a total cost of $11,665. The new position will leverage eight
AmeriCorps Members and 50 trained Master Wellness and Master Gardener volunteers who
will compel positive changes in health and wellness behaviors through teaching health
education to parents and other adults, nutrition education for children, growing fruits and
vegetables, and engaging children in physical activity.

The second program change reclassifies a County Extension Associate-Natural Resources to
a County Extension Associate-Agriculture at no cost.

Authorized Positions:

FY 2011-12 FY 2012-13 FY 2013-14


Department Head/County Extension Director 1 1 1
Agriculture Youth Educator 1 1 0
Agricultural Program Technician 1.5 1.5 1
County Extension Associate - 4-H 1 1 1
County Extension Associate - Agriculture 0 0 1
County Extension Associate - Family & Consumer Science 1 1 1
164

FY 2011-12 FY 2012-13 FY 2013-14


County Extension Associate - Water and Natural Resources* 0 1 1
County Extension Associate - Natural Resources 1 1 0
County Extension Associate - Horticulturist 1 1 1
Health and Wellness Program Specialist 0 0 1
Office Assistant III 3 0 0
Office Assistant IV 0 3 3
Office Supervisor 1 1 1
Youth Gardens Coordinator 1 1 1
Youth Outreach Educator 1 1 1

Total AgriLife 13.5 14.5 14

*Position is fully funded for a 2-year trial period by the Texas A&M Institute of Renewable Natural Resources/Texas
Water Resources Institute (IRNR/TWRI) and Texas A&M Agrilife Extension Service. Only funding for auto
allowance is provided for this position. This position was added mid-year in FY 2012-13.

165
BAIL BOND BOARD

BAIL BOND BOARD
BAIL BOND
ADMINISTRATOR
166
BAIL BOND BOARD

Mission: To provide regulation of bail bond companies within the appropriate State Statutes and local
Bail Bond Rules and ensure the citizens of Bexar County receive fair and equitable service, protection,
and treatment.

Vision: To ensure the citizens of Bexar County are receiving credible and honest service and that the
citizens have a government office that is accountable and responds to their needs and concerns.

Ensure compliance by bail bond sureties with State Statutes and Local Rules.
Provide an accessible government office to citizens needing information.
Provide cooperative relationships between bail bond sureties and interested persons.
Be proactive in practicing prevention and early intervention on any complaints or problems
regarding bail bond sureties.

Program Description: The Bail Bond Board exists in all counties with a population of 110,000 or
more as directed by Texas State Statute, Chapter 1704, Occupations Code, Regulation of Bail Bond
Sureties. The Board is composed of ten members who are elected officials or appointed persons
representing the elected official. The Board administers the Code, supervises, and regulates all phases of
the commercial bonding business and enforces the Code. The Bail Bond Board also conducts hearings,
investigates, and makes determinations with respect to the issuance, refusal, suspension, or revocation of
licenses to bondsman. The Board requires applicants and licensees to appear before the Board, examines
witnesses, and compels the production of pertinent books, accounts, records, documents, and testimony
by the licensee and others. The Board employs a Bail Bond Administrator who performs all functions
directed by the Board and the Code.

FY 2011-12 FY 2012-13 FY 2013-14

Number of Prospective Employee Verifications 120 120 120
Number of Bail Bond Surety Customer
Complaints Investigated

150

150

150

Number of Bail Bond Sureties Monitored per FTE 41 41 41

Percent of Bail Bond Sureties referred to
Bail Bond Board

2.4%

2.4%

2.4%

- FUND: 100
167
Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Operational Costs 69 135 135 853
Supplies and Materials 23 93 93 93

Total $55,544 $55,851 $57,611 $58,674


The FY 2013-14 Adopted Budget increases 1.8 percent when compared to the FY 2012-13 estimates.

The Personnel Services group remains relatively flat when compared to the FY 2012-13 estimates.
The minor increase is due to retirement contributions.

The Operational Costs group increases significantly when compared to the FY 2012-13 estimates due
to increase funding for the purchase of a laser printer/scanner/fax/copier and toner with a total cost of
$718.

The Supplies and Materials group remains flat when compared to FY 2012-13 estimates.

There are no program changes in the FY 2013-14 Adopted Budget.


FY 2011-12 FY 2012-13 FY 2013-14

Bail Bond Administrator 1 1 1

Total - Bail Bond Board 1 1 1

168
BIBLIOTECH

BIBLIOTECH
HEAD LIBRARIAN
SPECIAL
PROJECTS
COORDINATOR
ASSISTANT
BRANCH
MANAGER
TECHNICAL
CENTER
ASSISTANTS
NETWORK
ARCHITECT
BRANCH
MANAGER

169

BIBLIOTECH

Mission: Provide all Bexar County residents the opportunity to access technology and its applications
for the purposes of enhancing education and literacy, promoting reading as recreation and equipping
residents of our community with the necessary tools to thrive as citizens of the 21st century.
Vision: BiblioTech will serve as a driving force for the advancement of traditional and digital literacy
in Bexar County.
Provide public library services delivered in digital format, including a quality collection
of recreational reading materials, resource materials and databases
Provide educational programs for all ages designed to meet the growing technology needs
of our residents
Actively pursue community engagement through partnerships with various public and
private organizations in fulfillment of its mission
Support local schools through the provision of digital resources and electronic devices
Serve as a bridge for the digital divide that exists in Bexar County
Program Description: BiblioTech will serve as a public source of computing equipment,
electronic devices, study spaces and meeting rooms in an internet caf type setting. The Center will
operate in conjunction with a county wide e-book lending repository accessible either on-site or remotely.
BiblioTech will be staffed by a Master of Library and Information Science (MLIS) Librarian, Branch
Manager and team of Technology Assistants and will be open to the public seven days a week.
Policy Consideration:

The BiblioTech concept was developed in 2012 and will be operational by September of 2013. As
BiblioTech is the first digit public library in the United States, it was developed without the benefit of an
existing model, and has received significant attention in the press and library community on a world-wide
scale. As BiblioTech develops as a full-service library, unexplored content opportunities will present
themselves. The BiblioTech has received contacts and invitations from other cities in the United States
interested in implementing digital libraries. Speaking opportunities have also been presented to Bexar
County staff and a travel budget has been developed for FY 2013-14.

- FUND: 100
ACCOUNTING UNIT:
6901, 6911
170
FY 2011-12 FY 2012-13 FY 2013-14

Number of books checked out N/A N/A N/A
Number of e-readers circulated N/A N/A N/A
Number of computer hours logged N/A N/A N/A
Number of program attendees N/A N/A N/A
Number of on-site patrons (foot traffic) N/A N/A N/A

Number of waitlisted devices N/A N/A N/A
Number of waitlisted books N/A N/A N/A
Number of wish listed books N/A N/A N/A
Average computer wait time N/A N/A N/A

Number of library cards issued N/A N/A N/A

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Personnel Services $0 $107,734 $95,360 $495,907
Travel, Training, and Remunerations 0 0 0 15,000
Operational Expenses 0 34,951 23,750 649,311
Supplies and Materials 0 21,405 21,355 50,180

Total $0 $164,090 $140,465 $1,210,398

171

The BiblioTech FY 2013-14 Adopted Budget increases significantly when compared to the FY
2012-13 Estimates. The FY 2012-13 Adopted Budget for the BiblioTech was appropriated on
J anuary 15, 2013 by Commissioners Court to include only four months of operating expenses for
FY 2012-13. The increase from FY 2012-13 estimates to the FY 2013-14 Adopted Budget is due
to fully funding the BiblioTech for FY 2013-14.

The Personnel Services group increases significantly when compared to the FY 2012-13
estimates. This is due to fully funding all authorized positions for the fiscal year. Funding is also
provided for seven temporary Technical Center Assistants (NE-04) throughout the fiscal year to
assist with seasonal adjustments in the use of the facility by the public.

The Travel and Remunerations group has been added for travel and training of the BiblioTechs
Head Librarian and staff. Continuing education is required to obtain accreditation from the Texas
Library Association.

The Operational Costs group increases significantly when compared to FY 2012-13 estimates.
This increase includes funding for the maintenance of the library repository and an additional
10,000 titles to be added to the collection. Funding is also appropriated for additional e-readers
and childrens programming and content. Funding will be provided for replacement of inventory
of loaned e-readers, as well as replacement of faulty or destroyed hardware, if necessary.

The Supplies and Materials group increases significantly when compared to the FY 2012-13
estimates. This increase is due to the County staffing and operating the BiblioTech Caf pending
the selection of an outside vendor to operate the Caf. The Caf will offer sundry goods and
snacks to the public who visit the BiblioTech.

There is one program change in the FY 2013-14 Adopted Budget for the BiblioTech as described
below:

A Network Architect I (E-07) has been involved in the technological
implementation and integration of the BiblioTech site at the Pleasanton Facility.
This position will be transferred from the Bexar County Information Technology
budget into the BiblioTech at a cost of $73,570.


FY 2011-12 FY 2012-13 FY 2013-14

Administration

BiblioTech Head Librarian 0 1 1
BiblioTech Branch Manager 0 1 1
Network Architect 1 0 0 1
BiblioTech Assistant Branch Manager 0 1 1
172

FY 2011-12 FY 2012-13 FY 2013-14


Technical Center Assistant - Part Time 0 1.5 1.5
Special Projects Coordinator-BiblioTech 0 1 1

Total - BiblioTech 0 5.5 6.5

173
BUDGET DEPARTMENT

COUNTY MANAGER
ASSISTANT COUNTY
MANAGER

BUDGET DIRECTOR
SENIOR ANALYSTS
BUDGET
COORDINATOR
BUDGET
ANALYSTS
174
BUDGET DEPARTMENT

Mission: Serving Bexar County, adding value, delivering results.
Vision: Our customers will see the Budget Department as a valued partner in making Bexar County the
government of choice. We will be leaders in providing budget monitoring and financial analysis.
Create and support an environment focused on planning, strategic and innovative thinking,
practical solutions, and accountability.
Strengthen Bexar Countys financial position.
Continuously improve business practices.
Attract, develop, motivate, and retain a productive and diversified workforce.
Accomplish goals in the most cost-effective manner for Bexar citizens.

Program Description:
The Budget Departments functions include preparing and presenting the annual County operating budget
for approval by Commissioners Court. It has responsibility for monitoring departmental appropriations
and expenditures and preparing fiscal assessments/notes and budgetary transfers as required. The Budget
Department is responsible for monitoring the performance measures submitted by County Offices and
Departments to evaluate effectiveness and efficiency of programs. The budget staff ensures that its
recommendations are based on accurate information and analyses by maintaining a strong emphasis on
validation of data between the budget system, the County Financial Management System, the County
Human Resources Information Systems, and data generated by County Offices and Departments. The
Budget Department is also responsible for coordinating the development of the Countys Long Range
Financial Forecast and providing quarterly updates to Commissioners Court regarding current year
expenditures.
FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Workload/Output Measures:
Number of Fiscal Notes written 174 56 50
Number of Budgets Monitored 84 91 92
Special Budget Projects Completed 5 4 10
Number of Budget Transfers 151 200 200

Efficiency Measures:
Budgetary Dollars Monitored per Analyst $232,055,406 $140,934,247 $168,062,993
Number of Budgets Monitored per Analyst 14 15 15

- COMPANY: 100
175

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Efficiency Measures Cont:
Budget Transfers Prepared per Analyst 25 33 33
Fiscal Notes Written per Analyst 29 9 8

Effectiveness Measures:
Percent Change of General Fund Budget 3% 4% 7%
Percent Change of Total County Budget 8% 6% 19%
Percentage Difference of Actuals versus Estimates 1% 1% 1%

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Travel and Remunerations 3,228 13,000 6,000 13,000
Operational Costs 19,897 8,279 6,550 2,829

Total $633,942 $567,406 $476,584 $482,872

The FY 2013-14 Adopted Budget increases by 1.3 percent when compared to FY 2012-13 estimates.
This increase is due to an increase in the personnel services appropriation group as described below.
The Personnel Services group increases by less than 1 percent when compared to FY 2012-13
estimates. This increase is due to the transfer of one position from the Management and Finance
Department to the Budget Department mid-year during FY 2012-13. This position was created to
provide support to the Interim Budget Director. At the same time, the Management and Finance
Services Director position was deleted in order to pay for the cost of the new Budget Coordinator
position.
The Travel and Remunerations group increases significantly when compared to FY 2012-13. Funding
is provided to pay for writing skills and presentation skills training for Budget staff.
The Operational Costs group decreases significantly when compared to FY 2012-13 estimates. The
decrease is due to a decrease in the technology improvement fee line item.
The Supplies and Materials group remains relatively flat when compared to FY 2012-13 estimates.
176
One program change is adopted for the Budget Department as described below:
The Functional Lead and Trainer Budget position is deleted for a savings of $79,844. This
position was created to provide training and support to the Budget Department for the Lawson
Budget and Planning (LBP) software implemented during FY 2011-12. All Budget staff is fully
trained and system support is provided by both Bexar County Information Technology (BCIT)
and the County Auditors Office. Therefore, this position is no longer required.

FY 2011-12 FY 2012-13 FY 2013-14

Analyst 2 3 3
Assistant County Manager 0 .25 .25
Budget Coordinator 0 1 1
Budget Director 1 1 1
Data Tracking Specialist 1 0 0
Functional Lead and Trainer Budget 1 1 0
Senior Analyst 2 2 2

Total - Budget Department 7 8.25 7.25
The Budget Coordinator and the Data Tracking Specialist positions were created during FY 2012-13.
177
CENTRAL MAGISTRATION

CRIMINAL DISTRICT
COURT J UDGES
PRESIDING MAGISTRATE
DISTRICT CLERK
MAGISTRATES
CHIEF DEPUTY GOVERNMENT RELATIONS ADVISOR
ADMINISTRATION SENIOR DIVISION
CHIEF
SENIOR POLICY
ANALYSTS
CRIMINAL
OPERATIONS
CIVIL OPERATIONS RECORDS AND
FINANCE
178
CRIMINAL DISTRICT COURTS

Mission: Central Magistration envisions itself as implementing the procedures and processes necessary
to facilitate the timely and orderly magistration of individuals arrested and charged with misdemeanor or
felony offenses and the protection of the community that we serve. Central Magistration strives to work
closely with the District and County Courts, the other County departments and the City of San Antonio,
while insuring that justice is carried out in the most efficient and effective manner.

Vision: To provide the most efficient and effective magistration process, to provide support to the
District and County Court Judges and to provide assistance to the citizens of our community.


Provide 24 hour magistration.
Provide efficient procedures for the magistration and release of arrested individuals.
Provide efficient and effective procedures for the dissemination of information to the public.
Handle the administrative duties for Central Magistration.
Provide information to the magistrates concerning legal and administrative changes that impact
central magistration.
Provide information to other departments and agencies integral to the effective performance of
central magistration.
Provide efficient and effective processes that affect interaction and cooperation between
departments, agencies and personnel.

Program Description: On November 1, 2007, Bexar County assumed responsibilities associated
with the magistration of County arrestees. In assuming the oversight of the magistration process, Bexar
County anticipates reducing jail population through a variety of operational changes. Several of the
recently implemented changes intended to facilitate reduction of jail population include the ability to
accept pleas and sentence arrested persons at the time of magistration. This will allow offenders, if
warranted, to be placed directly on probation without spending time in jail and provide the ability to hold
arrestees at the magistration site for up to 72 hours from the time taken into custody, which allows more
cases to be resolved without jail time. Also, CMAG is committed to fine tuning the commercial and
personal bonding process in order to help these two systems operate in a more complementary manner.
County CMAG operations are divided into three principal areas: Magistration, District Clerk, and Pretrial
Services. Each area operates independently and reports to either a Director or Elected Official.

- FUND: 100
179

FY 2011-12
Actuals
FY 2012-13
Estimates
FY 2013-14
Budget

Workload Indicators:

Total Number of Persons Magistrated 63,229 64,750 66,300
Number of Offenses Magistrated 66,591 69,556 72,510
Number of Felony Misdemeanants Magistrated 43,138 45,838 48,538
Number of Felony Offenses Magistrated 23,420 23,696 23,972

Efficiency Indicators

Number of persons Magistrated

Full-Time Magistrates 39,834 40,793 41,769
Part-Time magistrates 23,395 23,958 24,531


Percent of Misd/Felony Offenses Magistrated

Misdemeanors 46.4% 46.4% 46.4%
Felonies 18.5% 18.4% 18.4%
Other (NCC) 35.1% 35.2% 35.2%
Percent of Individuals Magistrated and Released

from CMAG 48.7% 50.1% 51.0%

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Travel, Training, and Remunerations 0 0 0 3,600
Operational Costs 1,872,288 1,930,887 1,897,222 1,988,813
Supplies and Materials 591 1,500 591 1,500

Total $2,442,961 $2,519,389 $2,502,063 $2,607,122


The Central Magistration Departments Budget increased by 4.2 percent when compared to the FY
2012-13 estimates. This is primarily due to a slight increase in contract costs as described below.

The Personnel Services group increased by 1.5 percent when compared to FY 2012-13 estimates. A
Magistrate position was vacant for a portion of FY 2012-13. Full funding is provided for all positions
in FY 2013-14.
180

The Travel, Training, and Remunerations group was budgeted to receive funding in FY 2013-14 for a
J udicial Seminar.

The Operational Expenses increased by 4.8 percent when compared to FY 2012-13 estimates due to
an increase in costs for the Detention Healthcare contract and the University Health System (UHS)
contract.

The Supplies and Materials group increased significantly when compared to FY 2012-13 estimates
due to funding provided for office furniture in FY 2013-14.

There are no program changes in the FY 2013-14 Budget.

FY 2011-12 FY 2012-13 FY 2013-14

Magistrate 2 2 2
Magistrate Part-time 4.5 4.5 4.5
Presiding Magistrate 1 1 1

Total CMAG Criminal District Courts 7.5 7.5 7.5

181

CRIMINAL DISTRICT
COURT J UDGES
PRESIDING MAGISTRATE
DISTRICT CLERK
MAGISTRATES
CHIEF DEPUTY GOVERNMENT RELATIONS ADVISOR
ADMINISTRATION SENIOR DIVISION
CHIEF
SENIOR POLICY
ANALYSTS
CRIMINAL
OPERATIONS
CIVIL OPERATIONS RECORDS AND
FINANCE
182
DISTRICT CLERK

Mission: The District Clerks mission is to fulfill statutory duties as records custodians for the
Magistration Office by providing the County Magistrate Court and public with information and support
necessary using the most technologically advanced methods possible in the most cost efficient manner.

Vision: The District Clerk envisions the Magistrate Office setting an example of a collaborative effort
between the City of San Antonio and Bexar County by working together to streamline the magistration
process.


To perform functions and duties as mandated by law.
To incorporate record management principles in imaging information and technology sources.
To provide the support and resources for the County Magistrate for Bexar County.
To provide the support and resources necessary for employees to perform their duties and
responsibilities.
To be customer friendly and responsive to the customers need for service and information.
To work cooperatively with the City of San Antonio to facilitate the magistrate process.

Program Description: The Magistrate Court works cooperatively with the City of San Antonio to
magistrate arrested persons. The office operates out of the Citys Frank Wing Municipal Court Building.
The District Clerks responsibilities in the magistration process include providing support services to the
County Magistrate, serving as the clerk of the court, serving as custodian of records pertaining to class B
offenses and above, and providing legally authorized information to the public concerning arrested
persons brought to the facility to be magistrated.

FY 2011-12 FY 2012-13 FY 2013-14

Number of Persons Magistrated 63,229 64,750 71,225
Number of Phone Calls 65,415 91,868 92,000
Number of Records Maintained 10,177 10,370 10,400

Number of Persons Magistrated (Intake) per FTE 3,513 3,597 3,957
Number of Phone Calls per FTE 21,805 30,623 30,667

Average Number of Minutes to Intake an Arrested
Person 8 8 8
Average Response Time in Hours to Deal with a
Difficult Situation 3 3 3
- FUND: 100
183
Appropriations: FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Personnel Services $1,005,806 $1,022,116 $1,045,356 $1,068,969
Travel and Remunerations 0 100 50 0

Total $1,046,127 $1,064,841 $1,086,040 $1,111,694


The Central Magistration Departments FY 2013-14 Budget increased by 2.4 percent when compared
to the FY 2012-13 estimates as described below.

The Personnel Services group increased by 2.3 percent when compared to the FY 2012-13 estimates.
This is primarily due to turnover experienced in FY 2012-13.

The Travel, Training and Remunerations group was no longer budgeted because funding is no longer
required.

The Operational Costs group increased by 14.9 percent when compared to FY 2012-13 estimates due
to funding being budgeted at the FY 2012-13 Budget level.

The Supplies and Materials group remained flat when compared to FY 2012-13 estimates.

There are no program changes for the FY 2013-14 Budget.

FY 2011-12 FY 2012-13 FY 2013-14

Division Chief CMAG 1 1 1
Central Magistrate Court Clerk 9 9 9
CMAG Supervisor 3 3 3
Criminal Assignment Clerk III 6 6 6

Total CMAG District Clerk 24 24 24

184

CIVIL DISTRICT COURTS

CIVIL DISTRICT COURT
J UDGES
ASSOCIATE J UDGE
(CHILD SUPPORT)
ASSOCIATE J UDGE
(CHILDRENS COURT)
GENERAL
ADMINISTRATIVE
COUNSEL
COURT
REPORTERS
COURT
SUPPORT
SPECIALIST
PROJ ECT
DIRECTOR
(FAMILY DRUG
TREATMENT
COURT)
ALTERNATIVE
DISPUTE
RESOLUTION
ATTORNEY
CIVIL J URY
ASSIGNMENT
CLERK
COURT
COORDINATOR
COURT
COORDINATOR
INTERNS
CIVIL DISTRICT
COURT STAFF
ATTORNEY
COURT MONITORS
(FAMILY DRUG
COURT TREATMENT
COURT)
GRANT FUNDED
COURT
COORDINATORS
SR. COURT
SUPPORT
SPECIALIST
DISTRICT COURT
STAFF
ATTORNEY
COURT
MANAGER
185
CIVIL DISTRICT COURTS

Mission: The Civil District Court Administrations mission is to provide J udges and staff with the
support necessary to most efficiently conduct Court business.

Vision: The Civil District Courts vision is to provide user friendly and prompt information about the
Civil District Courts to participants in the Court process as well as the general public.


Conduct Courts that are open to every person injured in their lands, goods, person or reputation so
they will have a remedy by due course of law.
Grant to all parties due process and a fair opportunity to be heard at a meaningful time, place and
manner.
Correctly apply the rules, statutes, common law, and Constitutions of this State and the United
States.
Duly and fairly administer the administrative duties of the District Courts.

Program Description: Civil District Courts Administration provides administrative and liaison
support to the fourteen Civil District Courts, two Child Support Associate J udges (Title IV-D), and two
Childrens Court Associate J udges. The administrative office assists with the functions of the Presiding
Court, J ury Monitoring Court and the Alternative Dispute Resolution Court. The Civil District Courts
Administration assists in overseeing the official court reporters for the Civil District Courts and Associate
J udges. The administrative office assists the Local District Court Administrative J udge and Civil District
J udges on the J uvenile Board with legal and administrative tasks. Civil District Courts Administration is
responsible for case flow management, research, budget preparation and oversight, advisory services, and
dispute resolution, as well as supporting the Childrens Court and the Family Drug Court Treatment
Program, and providing ancillary assistance to the Domestic Relations Office.


FY 2011-12
Actuals
FY 2012-13
Estimates
FY 2013-14
Budget
Workload Indicators (Civil & Family Law):
Number of Cases Pending at Beginning of Year 40,025 42,733 44,825
New Cases Filed During the Year 43,600 43,000 43,000
Disposition of Cases 40,080 41,000 44,000
Number of Cases Pending at the End of the Year 42,748 44,825 43,715
Court Appointed Attorney Expense per Hearing $304 $306 $310

- FUND: 100
186

FY 2011-12
Actuals
FY 2012-13
Estimates
FY 2013-14
Budget

Clearance Rate (Civil and Family Law) 93.5% 96.5% 97%
Monthly Dispositions per Court 239 244 262
Aging Analysis of Disposed Cases
0-3 Months 30% 30.5% 30%
3-6 Months 20% 17% 20%
6-12 Months 20% 19% 16%
12-18 Months 10% 11.5% 5%
Over 18 Months 20% 22% 29%

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Court Appointed Attorneys 3,350,345 3,300,000 3,210,701 3,300,000

Total $6,970,878 $7,035,676 $6,990,598 $7,214,915


The FY 2013-14 Proposed Budget increases by 3.2 percent when compared to FY 2012-13 estimates
as described below.

This is due to Out of Cycle Salary Adjustments approved for the Civil District Court Manager and the
Senior Court Support Specialist in FY 2012-13 and program changes as described below.

The Travel and Remunerations group increases by 10.3 percent when compared to the FY 2012-13
estimates. Funding is kept at the same levels as the previous budget.

The Operational Costs group increases by 9.3 percent when compared to the FY 2012-13 estimates,
primarily due to increases in the Transcription Services and Professional Services line item.

The Supplies and Materials group increases by 4.2 percent when compared to FY 2012-13 estimates.
The increase is due to additional funding provided for office supplies.

The Court Appointed Attorney group increases by 2.7 percent when compared to the FY 2012-13
estimates. Funding is kept at the same levels as the previous budget.

187
The FY 2013-14 Proposed Budget includes three program changes for a total cost of $52,040 as
described below:

The first program change is to add one Chief Trial Assignment Clerk (E-10) and delete one Civil
J ury Assignments Clerk (E-07) for a total cost of $6,318. This is proposed due to an anticipated
increase in filings due to implementation of e-filing.

The second program change is to add one District Court Staff Attorney (E-11) and delete one
Court Support Specialist (E-02) for a total cost of $39,630. The increased attorney work load
includes legal research, reviewing and drafting orders, and assisting the J udges with Court
dockets. Along with the increased work load, the Staff Attorneys Office is expecting additional
workload as a result of the implementation of e-filing and the work that is required to accomplish
e-filing.

The third program change reclassifies the Program Director from an E-08 to an E-09. This change
brings this position in line with all other Specialty Court Managers. The cost associated with this
reclassification is $6,092.
FY 2011-12 FY 2012-13 FY 2013-14

Alternative Dispute Resolution Attorney 1 1 1
Associate J udge 2 2 2
Chief Trial Assignment Clerk 0 0 1
Civil District Court Manager 1 1 1
Civil District Court Staff Attorney 1 1 1
Civil J ury Assignment Clerk 1 1 0
Court Reporter 16 16 16
Court Support Specialist 2 2 1
District Court Coordinator 2 2 2
District Court Staff Attorney 1 1 2
General Administrative Counsel 1 1 1
J udge 14 14 14
Project Director 1 1 1
Senior Court Support Specialist 1 1 1

Total Civil District Courts 44 44 44

188
EXECUTIVE DIRECTOR
COMMUNITY RESOURCES

CDBG
MENTAL HEALTH PUBLIC
DEFENDERS

COMMUNITY
PROGRAMS
DIRECT CLIENT
SERVICES
HOME

VETERANS SERVICES
MENTAL HEALTH
ADVOCACY INITIATIVE
COMMUNITY RESOURCES

CHILD
WELFARE
BOARD
CITY/COUNTY
J OINT
COMMISSION
ON ELDERLY
AFFAIRS
HIV
PLANNING
COUNCIL

189
COMMUNITY RESOURCES
ADMINISTRATION

Mission: To facilitate significant change in Bexar County through the investment of appropriate
resources.

resources. Our mission will be accomplished by:

provide planned, comprehensive services for our customers that avoid duplication of services.
Developing and implementing a services delivery plan, administering and coordinating programs
and services to effect change for the citizens of Bexar County.


To design and implement programs based on sound public policies, which meet the basic needs of
County residents.
entities that expands services to County residents.
To operate basic needs programs that are fully compliant with funding regulations and policies.

Program Description: The Administration Division of the Department of Community Resources
(DCR) identifies community needs and priority/target populations coordinating the delivery of service
while ensuring compliance with funding regulations. The Administration Division also manages the day
to day operations of the department. Additionally, the Division develops working partnerships with other
County departments and external agencies that impact the County at a service level. Identifying
opportunities to share resources which could impact issues of interest to Bexar County is a priority for
this Division. The Division participates in several executive committees and taskforces developed to
address County issues in order to ensure that the public and service delivery partners are fully informed
about available services and eligibility requirements. Identification of qualified and capable community
partners so that the departments ability to meet the basic needs of County residents are met is important
to the Division. Finally, the Division prepares plans and negotiates agreements for service delivery of
assistance programs ensuring that eligibility criteria is fair, equitable and complies with funding
regulations of public agencies and community partners.

- FUND: 100
190
FY 2011-12 FY 2012-13 FY 2013-14

Number of Households Assisted 54,599 21,001 21,014
Amount of Benefits Distributed $9,234,208 $ 7,098,247 $ 7,143,247
Number of Funeral Services (Pauper Burial) 468 500 550

Ratio of Appointments Given Versus Households
Assisted 99% 99% 99%
Ratio of Co-pay Customers Enrolled Versus
Completing Program 99% 99% 99%

% of households deferred from disconnection of
services 88% 85% 85%
Percentage of Funding Allocated vs. 98% 100% 100%
Expended

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $413,997 $428,025 $436,379 $448,926


The FY 2013-14 Adopted Budget increases by 3 percent when compared to the FY 2012-13 estimates
as described below.

This increase is due to the program change described below.

Funding is provided for Travel and Remunerations at similar levels as the FY 2012-13 budgeted
amount.

The Operational Costs group decreases by 14 percent when compared to FY 2012-13 estimates. This
is due to a decrease in the Grant Expenditures account for utility assistance and general assistance for
Bexar County citizens. Funding has been budgeted within the Non-Departmental budget to provide a
contingency to be used for unforeseen events in the community, e.g. funding for temporary housing
191
of displaced families due to fire and flooding and will be transferred into this account on an as needed
basis.

The Supplies and Materials group decreases by 9 percent when compared to the FY 2012-13
estimates. Community Resources requested the decrease in funding for supplies and materials.

There is one program change in Community Resources-Administration. An Intake Worker who
performs Pauper Burial and handles a portion of the Comprehensive Energy Assistance Program
(CEAP) intake and interviews will now be funded 50 percent General Fund and 50 percent in the
CEAP Grant Fund based on the split of duties assigned. This program change will cost a total of
$19,211.


FY 2011-12 FY 2012-13 FY 2013-14

Executive Director 1 1 1
Client Services Manager .5 .5 .5
Intake Worker* 0 0 1
Operations Manager, Community Resources** 1 1 1

Total Administration 3.5 3.5 4.5

* The Intake Worker is 50 percent General Fund and 50 percent CEAP Grant Funded.
**The Operations Manager (E-10) position is paid 80 percent from General Fund and 20 percent from Grant Funds.

192
COMMUNITY RESOURCES
COMMUNITY PROGRAMS

resources.

resources. Our mission will:

Identify and maximize all available resources in the community.
Work cooperatively with other governmental agencies, organizations, and institutions to provide
planned, comprehensive services for our customers that avoid duplication of services.
Refine program and service delivery designs to identify additional opportunities for effective and
efficient delivery of services.
The development and implementation of a comprehensive plan, administration of the program
and coordination of projects/activities to effect change for the citizens of Bexar County with a


To design and implement programs, based on sound public policies, that meet the basic needs of
County residents.
entities that expands services to County residents.
To ensure that quality services are being provided to Bexar County residents through effective
program evaluation and outcome measurement.
To provide resource development to enhance and/or expand the services provided by the division,
County boards, commissions, and community partners.
To coordinate community events that educate citizens on issues related to children, seniors,
economically disadvantaged populations, and County program services.
To promote community involvement and development activities.

Program Description: The Community Programs Division is responsible for providing
operational/administrative support, coordination, monitoring, preparation of reports, and oversight of
diverse constituent services, and functions delivered by internal departments and external agencies that
include the following:

Bexar County Child Welfare Board
Child Welfare Strategic Alliance
Workforce Solutions - Alamo
Committee of Six (Alamo Worksource Officials)
J oint City/County Commission on Elderly Affairs
Elder Domestic Taskforce
Child Abuse Prevention Task Force
Homeless Prevention and Rapid Re-housing Program
Tenant Based Rental Program
- FUND: 100
193
Regional Homeless Coalition
Emergency Food and Shelter Program Board
Senior Committee on Transportation
Office on Violence Against Women Project SAFE

The Community Programs Division staff supports the Executive Director of Community Resources by
making policy and service delivery program recommendations for constituent services. The Community
Programs Division also negotiates contracts and has monitoring responsibilities for the following
internal/external agencies:

Catholic Charities
Center for Health Care Services
Chrysalis Ministries
Christian Senior Services
Haven for Hope
El Carmen Senior Center
The Clubhouse
J efferson Outreach for Older People
Northeast Senior Assistance
J OVEN
PEACE Initiative
Project Mend
Project Quest
San Antonio Food Bank
Home Comforts
Health Collaborative
Magik Theatre
San Antonio Symphony
Seton Home
Southeast Community Outreach for Older People
Young Womens Christian Association

FY 2011-12 FY 2012-13 FY 2013-14
Dollar amount of contracts administered $4,380,754 $4,500,00 $4,700,000
Number of agencies receiving an on-site monitoring
visit
24 12 12
Number of Forensic Interviews Conducted 1,300 1,380 1,400

Number of participants receiving housing services 125 120 100
Percentage of payments processed and sent to
Auditors within one week of meeting program
eligibility requirements 45% 45% 45%
Percentage of Forensic Interviewer Cases Requiring a
Second Interview within a Six-Month Period 2% 1% 1%
194
FY 2011-12 FY 2012-13 FY 2013-14

Percentage of Emergency Forensic Interviewer Cases
Interviewed Within 72 Hours 70% 70% 70%
Percentage of Invoices Returned for Questioned Costs 1% 1% 1%

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Travel and Remunerations 353 750 750 975

Total $390,551 $434,387 $424,236 $454,873


The FY 2013-14 Adopted Budget increases by 7 percent when compared to the FY 2012-13 estimates
as described below.

This increase is due to position vacancies experienced in the Department during FY 2012-13 that are
fully funded in FY 2013-14.

The Travel and Remunerations group increases significantly when compared to the FY 2012-13
estimates. This is due to increased funding provided for reimbursement costs for travel to home and
site visits, which have increased and are projected to increase further in FY 2013-14.

The Operational Costs group increases significantly when compared to the FY 2012-13 estimates.
This is for one-time expenditures for scanners in FY 2013-14 as requested by Community Programs.

The Supplies and Materials group decreases by 11 percent compared to the FY 2012-13 estimates.
The decrease is due to one-time expenditures in FY 2012-13 which are not budgeted for.

One program change deletes a Project Analyst (E-04) and adds a Community Programs Management
Analyst (E-05) to the Community Programs division at a cost of $3,658. This is due to additional
duties related to monitoring outside agencies that require a higher level position.

195
FY 2011-12 FY 2012-13 FY 2013-14

Child and Family Support Liaison 1 1 1
Community Programs Director 1 1 1
Community Programs Management Analyst 1 1 2
Forensic Interviewer Specialist 2 2 2
Data Analyst 1 1 1
Project Analyst 0 1 0

Total Community Programs 6 7 7

196
COMMUNITY RESOURCES
MENTAL HEALTH INITIATIVE

Mission: The Mental Health Advocacy Initiative facilitates significant change in Bexar County
through the investment of appropriate resources.

Vision: To change lives and communities through the careful, deliberate use of tools and resources.


Design and implement a Mental Health Advocacy program including policies and procedures that
address early identification of mentally ill inmates, individual mental health treatment, consistent
case management, and appropriate supportive services.
Early identification of mentally ill inmates that are incarcerated.
Identification and facilitation of entrance to mental health treatment, transportation, housing and
support services for mentally ill inmates.
Ensure that clinically appropriate services are provided to the mentally ill and that effective
program evaluation and outcome measurements are used to gauge the effectiveness of the
program.
Collaborate and establish productive operational partnerships with other entities that will expand
the availability of services and resources.
Coordinate and participate in community and professional events that will educate others on the
Mental Health Initiative program.

Program Description: The Mental Health Advocacy Initiative Program conducts early
identification of mentally ill persons incarcerated at the Bexar County Adult Detention Center and who
are brought before the Magistrates Office. The Initiative also ensures that mental health screenings are
conducted in the shortest time possible and develops transition and treatment plans for implementation by
contractors and County staff. Furthermore, case management services, information/referrals, and
coordination of services for families and persons responsible for the programs participants are also
provided by the Initiative. The Initiative also conducts staffing for the Mental Health Court and
educational presentations in the community.

- FUND: 100
197

FY 2011-12 FY 2012-13 FY 2013-14

Number of Referrals Per Year 1,130 850 1,000
Number of Mental Health Court Cases Heard 809 700 800
Number of Persons Enrolled in Mental Health Court 84 80 100

Number of Weekly Staffings with Mental Health
Court 720 720 900
Number of Persons Who Re-offend 3 13 16

Number of Successful Completions of Mental Health
Court Program 38 50 85
Percentage of Demonstrated Reduction of Recidivism 90% 90% 90%

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Transfers Out 1,900 0 0 0

Total $413,891 $413,785 $416,790 $216,579


The FY 2013-14 Adopted Budget decreases significantly when compared to the FY 2012-13
estimates as described below.

The Personnel Services group decreases significantly when compared to the FY 2012-13 estimates.
This is due to the program change described below.

The Travel and Remunerations group decreases by 29 percent when compared to FY 2012-13
estimates. The decrease was requested by the Community Resources-Mental Health Initiative.

The Operational Costs group increases by 13 percent when compared to FY 2012-13 estimates. This
increase is due to an increase in contracted services for mental health services and treatment, which
corresponds to the increase in the number of participates in the Mental Health Court.
198

The Supplies and Materials group increases significantly when compared to FY 2012-13 estimates.
This increase of 55 percent is due to one-time costs associated with office furniture and computer
supplies.

There is one program change for the Mental Health Initiative for a total savings of $223,515. A
Specialty Court Study is assessing the allocation of resources and workload within all of Bexar
Countys Specialty Courts. This program change moves 11 months of salary for all positions within
the Mental Health Initiative to the General Funds Non-Departmental contingencies budget pending
the outcome of the Specialty Court Study.


FY 2011-12 FY 2012-13 FY 2013-14


Mental Health Court Manager 1 1 1
Mental Health Case Manager 2 2 2

Total - Community Resources - Mental Health 4 4 4

199
COMMUNITY RESOURCES
MENTAL HEALTH PUBLIC DEFENDERS

Mission: The mission of the misdemeanor Mental Health Public Defenders Office (MHPD) is to
represent certain defendants identified with treatable mental health issues in a professionally efficient
manner.

Vision: Because we are specially trained and experienced in mental health issues, the MHPD unit can
move pending cases through the criminal justice system more efficiently than other attorneys (both
retained and Court appointed). Moving cases efficiently saves the County money and allows the client to
obtain needed mental health treatment, awareness and insight.

Move Mental Health cases efficiently through the Bexar County Criminal J ustice System with the
intention of helping the client with long-term Mental Health needs.
Expand the Mental Health Court to include more defendants identified with mental health issues
and offer more clients long-term treatment and services.
Educate clients and their families about the need to stay connected to treatment and inform them
of alternatives to calling the police in times of mental health crisis.
Educate people in the community (including defense attorneys) that the Mental Health Court is
ready to serve their clients now and in the future.

Program Description: The Mental Health Public Defenders unit will efficiently screen clients for
their unique mental health needs through seeking orders of protective custody, involuntary outpatient
program referrals, jail-time served issues, competency orders, special needs bonds, probation applications,
trial settings, and representation through the Mental Health Court program. The Mental Health Public
Defenders unit will attempt to include mental health education for clients and their families in an effort to
help the client attain long-term mental health goals.


FY 2011-12 FY 2012-13 FY 2013-14

Number of New Cases Opened N/A 430 450
Number of Cases Closed N/A 450 470

Number of Plea Agreements N/A 40 60

- FUND: 100
200
FY 2011-12 FY 2012-13 FY 2013-14

Number of Persons Referred to Mental Health
Services without Participation in the Mental Health
Court N/A 75 100

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Travel and Remunerations 0 2,700 2,700 3,246
Operational Costs 0 4,921 3,988 4,218

Total $0 $141,414 $126,631 $143,624


The FY 2013-14 Adopted Budget increases by 13 percent when compared to FY 2012-13 estimates as
described below.

This is due to a reallocation of personnel resources from Community Resources - Administration in
the second quarter of the fiscal year.

estimates. This is for ongoing travel and training associated with the Mental Health Attorney.

The Operational Costs group increases by six percent when compared to the FY 2012-13 estimates.
The budget for Operational Costs has been maintained at FY 2012-13 levels.

The Supplies and Materials group increases significantly compared to the FY 2012-13 estimates. This
increase is due to increased funding for office supplies due to a projected increase in caseload.

FY 2011-12 FY 2012-13 FY 2013-14

Attorney III 0 1 1
Office Assistant 0 1 1

Total Mental Health Public Defender 0 2 2

201
COMMUNITY RESOURCES
VETERANS SERVICES

Mission: Veterans Services facilitates change in Bexar County through the investment of appropriate
resources.

Our mission will be accomplished by:

provide planned, comprehensive services for our customers.

Vision: The Veteran Service Office will implement information, experience and knowledge to assist
all veterans and their dependents in obtaining entitled benefits through education, communication and
technology.


Design and implement programs, based on sound public policies, which meet the basic needs of
County residents.
Form productive operational partnerships with other governmental and non-governmental entities
that will expand services to County residents.
Operate basic needs programs that are fully compliant with funding regulations and policies.

Program Description: Veterans Services staff provides assistance to veterans, dependents and
survivors in filing claims for U.S. Department of Veterans Affairs (DVA) compensation, pension, death
benefits, educational assistance, home loans, insurance, hospitalization, and outpatient care. They also
provide assistance in applying for military discharge upgrades, requesting military records, and other
documents required to complete claims for benefits. They maintain and store military discharge
documents (Department of Defense form 214) for veterans that have a Bexar County mailing address
upon discharge. Veterans Services also maintains benefit claim files for veterans, their dependents, and
survivors.

FY 2011-12 FY 2012-13 FY 2013-14

Number of Interviews Conducted 3,303 3,350 3,400
Number of First Time Visits 1,600 1,625 1,650
Number of Home Visits 68 100 75

- FUND: 100

202
FY 2011-12 FY 2012-13 FY 2013-14
Number of Calls Taken Per Day 35 40 50
Number of Claims and Support Statements Issued Per
Interview 2.3 2.4 2.5
Number of Interviews Conducted Per Day 13.5 15.0 16.0

Number of Veterans Receiving Assistance 3,250 3,350 3,350
Waiting Time for Claims Processing Appointment 2.5 Days 2.0 Days 2.0 Days
Percentage of Claims Submitted by the End of the
Month 99.5% 99.5% 99.5%

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $248,831 $256,917 $250,014 $276,460


The FY 2013-14 Adopted Budget increases by 11 percent when compared to the FY 2012-13

The Personnel Services group increases by nine percent when compared to the FY 2012-13 estimates.
This is due to savings in FY 2012-13 as a result of a brief vacancy of an Assistant Veterans Service
Officer position that is now filled and the program change described below.

estimates. This increase fully funds training and travel expenses for the Veteran Services Officers
who are required to fulfill annual certification training conducted by the Texas Veterans Commission.
In addition, funds have been allocated for the accreditation of the Veterans Services Officers by the
Department of Veterans Affairs to allow for increased access to VA claims file data.

is primarily due to funding for technology improvements including four scanners to increase the
Veterans Services efficiency and free up office space by removing filing cabinets.

The Supplies and Materials group decreases by seven percent when compared to FY 2012-13
estimates. This is due to keeping the FY 2013-14 budgeted amount relatively flat.

203
There is one program change for a total amount of $8,857. This program change reclassifies three
Assistant Veterans Service Officers from (E-01) to (E-02). This is because of the increased
complexity of veterans benefits and qualification/eligibility criteria. In addition, the Veterans
Services Department is projecting an increase in the number of veterans returning to the community,
due to the drawdown of U.S. troops in Iraq and Afghanistan.

FY 2011-12 FY 2012-13 FY 2013-14

Veterans Service Officer 1 1 1
Assistant Veterans Service Officer 3 3 3

Total Veterans Services Office 5 5 5

204
COMMUNITY RESOURCES
CHILD WELFARE BOARD

Mission: The Bexar County Child Welfare Board ensures that appropriate services are provided to
abused, neglected, and at-risk children in Bexar County.

Vision: The Bexar County Child Welfare Board is a proactive voice for abused, neglected, and at-risk
children and families in Bexar County.

Interpret the services of the Texas Department of Family and Protective Services to the
community and the Commissioners Court.
Coordinate the use of federal, state, and local funds for foster care and treatment and the
expansion of the full range of Childrens Protective Services (CPS).
Communicate needs and priorities of the community to the Commissioners Court and Childrens
Protective Services staff.
Review the quality of services being rendered by the CPS units.
Prepare and present an annual budget to the Commissioners Court and authorize spending County
funds for appropriated purposes.

Program Description: The Bexar County Child Welfare Board is composed of Bexar County
Commissioners Court appointees. The Board advocates for the protection of children from abuse and
neglect. The Board serves as a conduit between the Texas Department of Family and Protective Services
(TDFPS) and the community to increase public awareness of child welfare program polices and needs.
TDFPS contracts with Bexar County and the Child Welfare Board to facilitate implementation and
administration of the Childrens Protective Services Program. The Board develops policies involving
payment to non-custody foster care providers, clothing for foster children, funds for in-home services
(Family Based Safety Services) and adoption services. The Board also promotes fund raising activities.
Through these policies and the Boards role in the community, the effectiveness of TDFPS programs for
child protection is increased.

FY 2011-12 FY 2012-13 FY 2013-14
CPS Cases/Custody
Legal Cases
New Cases Filed 1,026 874 874
Number of Children 2,050 1,822 1,822

FBSS Cases/Non-Custody
FBSS Families Served 2,142 1,972 1,972
FBSS Children Served 5,355 4,930 4,930

- FUND: 100
205
FY 2011-12 FY 2012-13 FY 2013-14

Adoptions
Number of Project Push Adoptions 452 523 523
Number of Project Swift Adoptions 359 325 325

CPS Cases/Custody
Number of Clothing Requests Processed 333 206 206

Number of FBSS Family Contacts per FTE 333 322 322
Number of FBSS Service Contacts per FTE 740 1003 1003

Adoptions
Average Number of Months from Termination of
Parental Rights to Consummation (Project Push) 11 12 12
Average Number of Months from Termination of
Parental Rights to Consummation (Project Swift) 20 13 13

CPS Cases/Custody
Number of Children Dismissed from Conservatorship 1,765 1,702 1,702
Number of Adoptions Consummated 812 867 867

Percent of Children Remaining at Home as a Result
of FBSS Services 98% 99% 99%

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


$830 $850 $850 $200
Operational Costs
2,334,083 2,404,317 2,403,393 2,555,173
141,218 71,631 71,631 71,631

Total $2,476,131 $2,476,798 $2,475,874 $2,627,004


The FY 2013-14 Adopted Budget increases by six percent when compared to the FY 2012-13

206
The Travel and Remunerations group decreases significantly when compared to FY 2012-13
estimates. This decrease was requested by the Child Welfare Board.

The Operational Costs group increases by six percent when compared to FY 2012-13 estimates. This
increase is due to a one percent cost of living adjustment for the 55 employees in Child Protective
Services, which Bexar County funds through the Title IV-E contract with the Texas Department of
Family and Protective Services.

The Supplies and Materials group remains flat when compared to the FY 2012-13 estimates.
207
COMMUNITY SUPERVISION/CORRECTIONS
(ADULT PROBATION)

Mission: To enhance the safety of our neighborhoods by engaging the community, supporting the
courts, and transforming offenders into law abiding citizens.

Vision: To promote the safety of the community at all times and to provide for the protection of society
by reducing the incidence of criminal activity committed by those under community supervision.


Protect the community and enhance public safety.
Provide correctional and court related services to the J udiciary and respond to their needs.
Develop, implement, improve, expand, and maintain maximally effective correctional programs
and services that address a preventive function or provide for early intervention for at-risk
individuals.
Instill and facilitate a positive change in offenders behavior by means of counseling, guidance,
assistance, surveillance, restraint, enforcement, and punishment.
Ensure accountability in all programs.
Use technology to improve operations.
Encourage innovative corrective solutions to Community Supervision challenges.

Program Description: The following describes in detail the organizational structure of the Adult
Probation Department:

The 10 Regionalized Regular Supervision units are comprised of 10 probation officers who each
supervise 100 or more misdemeanor and felony offenders. The caseloads are divided into DWI offenders,
High Risk Offenders, and Regular Probation. The offenders are supervised under standards based on the
individual risk level and officers work the criminogenic need of offenders to assist them to become law
abiding individuals.

The Mentally Impaired Offender Facility provides treatment for mentally ill offenders who have been
Court ordered to participate as a result of a Motion to Revoke Probation or as a result of a new offense.
Mentally impaired offenders will first be stabilized in the jail and then released to the Bexar County
Mentally Impaired Offender Facility. The maximum capacity is sixty offenders and the average length of
stay will be sixty to ninety days. The most salient program feature is the establishment of a continuum of
care beginning with mental health treatment while incarcerated, transitioning to the Facility and then to
the Mentally Impaired Caseload unit after release.

Substance Abuse Treatment Facility provides substance abuse education/rehabilitation. It has the capacity
to house up to 200 male and female offenders at a time. The SATF uses cognitive behavioral therapy to
help offenders recognize situations, and how to cope more effectively with the problematic negative
behaviors.

Intermediate Sanction Facility II is a residential treatment facility that diverts nonviolent youthful
offenders from the overcrowded jail and prison system and provides adequate and sufficient supervision
to promote community safety and reduce crime and/or violations of community supervision conditions
- COMPANY: 100
208
through the swift certainty of sanctions. Intermediate Sanction Facility II is designed as a 40-bed male-
only facility.

Mental Impairment Caseload provides funding for Case Managers to serve felony offenders described
under the mental impairments priority population which is defined as individuals diagnosed with (1)
schizophrenia, (2) major depression or (3) bipolar disorder or (4) who are seriously impaired in their
functioning due to a mental condition and a Global Assessment Functioning level of 50 or below.

Sex Offender Management Unit supervises all sex offenders who meet the definition of a sex offender
under Article 62.01(5) Code of Criminal Procedure. The program addresses the criminogenic needs of the
offenders with a maximum caseload of 45 cases. The unit monitors treatment compliance and conducts
field visits on all assigned offender.

High Risk Gang Caseload targets high risk/high needs felony offenders who have been identified
as gang members. The program encompasses an intensive supervision plan that addresses
criminogenic needs of each offender in the program.

The Intermediate Sanctions Program serves offenders who are in risk of revocation for technical non-
compliance with the conditions of probation. The program is a phased plan to intensively supervise these
offenders with the goal of sending into regular supervision.

Felony and Misdemeanor Drug Courts were implemented to target high risk/high needs felony or
misdemeanor offenders who are referred to the Drug Courts. They integrate substance abuse treatment
with the justice system through a continuum of treatment, rehabilitation and related services. Other
specialized treatment Courts include the following Courts with assigned specialized probation officers:
Mental Health Court, Felony and the Misdemeanor Re- Entry Courts, and DWI Court.

High/Medium Reduction Caseload was established with the goal of reducing probation revocation. The
program utilizes a combination of progressive sanctions, incentives, increased supervision and
monitoring.

Substance Abuse Aftercare Caseload program is designed to reduce the number of violators going
to prison due to substance abuse. Offenders exiting substance abuse facilities are placed in a caseload
that is capped at 60 probationers.

Treatment Alternatives to Incarceration Program - TAIP provides screening, assessment, evaluation, and
referral services to the courts for individuals committing felony and misdemeanor crimes who have drug
or alcohol problems. The TAIP provides referral to residential treatment facilities or to outpatient drug
and alcohol treatment program provided within the department.

The Pre-Sentence Investigation unit completes a presentence report for all felony offenders prior to
sentencing. The unit utilizes evidence-based assessment tools to provide recommendations to the Court
for conditions of community supervision.

The Court Liaison Officer Unit provides an assigned Probation Officer to each Court in Bexar County.
The Officer processes offenders into probation, prepares court documents, and represents the Department
in judicial proceedings.

The Intake unit provides initial in-processing to all offenders. The unit ensures each offender is presented
with their conditions of probation, conducts evidence-based assessments, collects DNA samples as
required by law, and enters all legal and financial information into the Departments databases.
209

The Field Unit conducts visits in the offenders residence or place of employment. The Field Officers
ensure that offenders are compliant with ignition interlock requirements, GPS/electronic monitoring units,
curfews, and not in possession of firearms.

FY 2011-12 FY 2012-13 FY 2013-14

Number of defendants directly supervised 22,187 22,089 22,138
Number of cashiering transactions 486,804 528,182 554,591
Residential Beds Available 315 285 300
Number of cases in specialized units 2,212 2,464 2,700

Average caseload per officer
Regular Supervision 129 153 125
Specialized Supervision 45 45 45
PSI Completed per Officer 340 268 304

Total offenders revoked monthly
Felony 1.04% 1.05% 1.13%
Misdemeanor 2.07% 1.74% 1.66%
Percentage of early termination
Felony 13.80% 14.60% 12.70%
Misdemeanor 12.80% 10.74% 9.62%
Technical revocations as a percentage of total
revocations
Felony 45.40% 46.27% 45.36%
Misdemeanor 74.40% 71.00% 67.00%

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Operational Costs $204,811 $552,922 $267,408 $318,432
Supplies & Materials 14,676 30,000 49,685 25,000

Total $219,487 $582,922 $317,093 $343,432

210

The FY 2013-14 Budget increased by 8.3 percent when compared to the FY 2012-13 estimates as
described below.

The Operational Costs group increased by 19.1 percent when compared to the FY 2012-13 estimate.
This is primarily due to security upgrades for the planned expansion to two satellite offices and
increased funding for technology.

The Supplies and Materials group decreased by 49.7 percent when compared to the FY 2012-13
estimate. The decrease is primarily due to various purchases that were made in FY 2012-13 in
anticipation of the acquisition of two satellite offices for expansion.


Policy Consideration: Adult Probation currently only has one office that is located downtown.
This is not a convenient location for many probationers county-wide. To alleviate this problem, Adult
Probation has been and continues to look for potential satellite offices that are strategically located to be
more convenient for probationers that have appointments to check in. Funding related to this expansion
has been allocated for FY 2013-14, with the majority of it funded in Contingencies pending the outcome
of their search. There are some expansion-related costs that were funded in Adult Probations FY 2013-14
General Fund.

211
CONSTABLE, PRECINCT 1

CHIEF
DEPUTY
CONSTABLE
DEPUTY
CONSTABLE
SENIOR
DEPUTY
CONSTABLE
CONSTABLE
PRECINCT 1
212

Mission: To provide a safe living and working environment for the citizens of Precinct 1 and to
effectively serve and protect the community in a professional manner that promotes an environment that
is safe for citizens at home and work.

Vision: To serve the Precinct 1 community by providing a model neighborhood law enforcement
department with properly trained and equipped deputy constables who serve the community in a
professional and sensitive manner.


To handle civil process and warrants in a timely manner.
Practice community policing to reduce the crime rate and school truancy.
Promote a positive relationship with the community and all law enforcement agencies.
Reduce burglaries, thefts, the distribution and use of narcotics; and enforce underage drinking
laws.
Patrol officers will maintain high visibility near school zones and schools to ensure a safe school
environment; also providing law enforcement in unincorporated areas.

Program Description: As trained Peace Officers, the Constables and their staffs provide County
residents the first level of law enforcement protection. Bexar County has four Constables directly elected
to four-year terms by the residents of their respective precincts. The Constables are engaged in lowering
truancy and high school dropout rates, reducing juvenile crime, working with the J ustice of the Peace
Courts to improve efficiency, reducing neighborhood crime through cooperative efforts with
neighborhoods, closing gaps between law enforcement systems, and ensuring that civil process is
efficient and cost-effective for the taxpayers.

As provided for in the Code of Criminal Procedure, the Texas Rules of Civil Procedure, and other
applicable laws, Constables and their deputies may execute and return any process, civil or criminal. This
includes any warrant, citation, notice, subpoena, or writ in Bexar County, or in certain cases, contiguous
counties. Locally, Constables serve civil and criminal process originating in the J ustice of the Peace
Courts, District Courts and County Courts-at-Law. Through State statute, Constables are mandated to
attend to the J ustice of the Peace Courts in their respective precincts, to include providing bailiff services,
transporting prisoners, and summoning jurors.

Due to the countywide focus on decreasing and deterring juvenile crime, Constables are becoming more
involved with truancy issues in the precincts and are assisting the J uvenile Probation Department by
serving court summonses to juvenile offenders. Increasingly, Constables are also being called upon to
assist the Office of the Attorney General by serving warrants for non-payment of child support.

In addition to their judicial and statutory responsibilities, Constables perform various unique law
enforcement activities in their precincts. These include traffic law enforcement, special event monitoring,
efforts aimed at curbing gang and narcotics activity, involvement with youth programs, a K-9 Unit, bike
patrol, lake and park security, and a variety of other functions.

- COMPANY: 100
213
Other Functions:
Lecture at schools, work with parents and school officials to reduce crime and truancy.
Patrol shopping malls and business areas to assist the public and prevent crime.
Reduce the sale and use of narcotics in the Precinct 1 service area.
During school hours, provide high visibility near school zones and schools to provide a safe
environment for students going to and from school.
During non-school hours, promote traffic safety and reduce crime in residential areas.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Number of Civil Process Executed 15,935 17,000 18,500
Number of Warrants Executed
13,519 15,500 18,000
Number of Traffic Citations Served
79 1,302 1,500

Civil Cases Executed per FTE 1,225 1,416 1,541
Warrants Executed per FTE 1,126 1,291 1,500
Traffic Citations per FTE 6 108 125

Percent Change in Civil Process Executed 1% 1% 1%
Percent Change in Warrants Executed 1% 1% 1%
Percent Change in Revenue Collected 2% 1.6% 1.7%

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Personnel Services $1,349,421 $1,352,912 $1,405,983 $379,233
Travel, Training, and Remunerations 815 3,000 2,824 750

Total $1,523,335 $1,514,681 $1,570,999 $418,373

214

Commissioners Court is considering redistricting the J ustice of the Peace and Constable Precinct lines to
mirror Commissioner Precinct lines during FY 2013-14. The current population distribution and
associated workload between the J ustice of the Peace and Constable Precincts is notably out of balance,
causing County-wide inefficiencies. Because redistricting would involve a redistribution of staff and
resources among the Precincts, the budgets for each Precinct would also experience significant change. In
response, the Budget Department has placed 25% of the Budget in each J ustice of the Peace and
Constables respective General Fund Budget and the remaining 75% into Contingencies for the FY 2013-
14 Budget. All one-time expenses were also placed in Contingencies. Once an outcome regarding
redistricting has been decided, all funds will be released from Contingencies into each J ustice of the
Peace and Constables General Fund Budget.

There is one program change for FY 2013-14.

Add one part-time Administrative Clerk I (NE-01) for a cost of $13,906. This position is
needed to help handle the large number of truancy summons that come in from J ustice of
the Peace, Precinct 1 and J ustice of the Peace, Precinct 1 Place 3.

FY 2011-12 FY 2012-13 FY 2013-14

Constable 1 1 1
Administrative Clerk I 0 0 0.5
Administrative Clerk II 2 2 2
Chief Deputy Constable 1 1 1
Deputy Constable* 19 19.5 19.5
Senior Deputy Constable 1 1 1

Total - Constable, Precinct 1 25 25.5 26

*In FY 2012-13, a part-time Deputy Constable I (NE-07) was added to provide security for the BiblioTech library.

215

CHIEF
DEPUTY
CONSTABLE
DEPUTY
CONSTABLE
SENIOR
DEPUTY
CONSTABLE
CONSTABLE
PRECINCT 2
216

Mission: The Mission of Precinct 2 Constables Office of Bexar County is to compassionately serve
the citizens of the County by promoting a safe and responsible local community through positive and
meaningful interaction with the public and diligent enforcement of all civil and criminal Court orders,
Traffic Law and Criminal law. Establish and support the practice of prevention techniques to promote
early intervention for offenders of the public good. And, through cooperation and promotion, develop
complimentary working relationships with other law enforcement agencies to lessen the duplication of
services.

Vision: The Vision of the Precinct 2 Constable's Office is to provide consistent quality service to the
Citizens of Bexar County by being a wholly committed community based Law Enforcement agency
dedicated and ever ready to respond to any need which may arise in our Community.


Provide the J ustice Court with quality security as mandated by the Texas Constitution
Serve all Civil Process presented to the Office in a precise and timely manner.
Execute all Criminal and Civil Warrants issued to the Office.
Enforce State Criminal and Traffic laws.
Apprehend Criminal offenders.
Promote and provide Alcohol, Tobacco, and Drug education and awareness to minors.
Assist in the reduction of school truancy
Play an integral role in the safety and wellbeing of County citizens during natural or manmade
disasters or threats by cooperating with other local, state, and federal agencies.
Safeguard the Constitutional Rights of every Citizen of Bexar County.

Program Description: As trained licensed peace officers, the Constables and their staffs provide
County residents the first level of law enforcement protection. Bexar County has Constables directly
elected to four-year terms by the residents of their respective precincts. The Constables are engaged in
lowering truancy and high school dropout rates, reducing juvenile crime, working with the J ustice of the
Peace Courts to improve efficiency, reducing neighborhood crime through cooperative efforts with

Courts, District Courts and County Courts-at-Law. Because of State statute, Constables are mandated to
attend to the need of the J ustice of the Peace Courts in their respective precincts, to include providing
bailiff services, transporting prisoners, transporting status offenders, and summoning jurors.

Due to the Countywide focus on decreasing and deterring juvenile crime, Constables are becoming more
serving court summons to juvenile offenders. In addition, Constables are called upon to assist the Office
of the Attorney General by serving warrants for the non-payment of child support.

COMPANY: 100
217
Besides the judicial and statutory responsibilities, Constables perform a multitude of various unique law
enforcement activities in and out of their precincts. These include traffic law enforcement, special event
security and monitoring, various actions at reducing gang and narcotics activity, involvement with youth
programs, a K-9 unit, bike patrol, lake and park security, and a variety of other functions.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Civil Process Received 10,649 10,752 10,800
Criminal Warrants Received 16,138 44,547 30,000
Bailiff Service Hrs. per Week 120 120 120
Traffic Citations Filed With Court

3,886 5,548 6,000
Civil Process Executed Per FTE 1,134 1,182 1,200
Warrants Executed Per FTE 1,335 582 1,400
Warrant Revenue Generated per FTE $ 331,653 $ 168,588 $ 347,800
Traffic Citations per FTE 1,295 1,387 1,500


Percent of Civil Process Executed 96% 99% 100%
Civil Process Executed 10,205 10,640 10,800
Percent of Criminal Warrants Executed 63%

10% 37%

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $1,916,181 $1,925,050 $1,976,923 $505,845


218

FY 2011-12 FY 2012-13 FY 2013-14

Constable 1 1 1
Criminal Warrants Processor 1 1 1
Deputy Constable* 18 16 16

Total -Constable, Precinct 2 27 27 27

219

DEPUTY
CONSTABLE
SENIOR
DEPUTY
CONSTABLE
CONSTABLE
PRECINCT 3
220

Mission: It is the mission of Bexar County Constable, Precinct 3 Office to serve the citizens of this
precinct and Bexar County in a professional, courteous, educated, and respectful manner. This office will
execute all legal documents delivered to this office in an efficient, timely, and professional manner, as
well as make all returns promptly and accurately. Included in this mission is a mandate to show respect to
all persons that this office contacts and to have compassion for those in need of our aid and services. To
accomplish the mission of Bexar County Constable, Precinct 3 Office, we will strive to educate ourselves
in all areas of law enforcement, cultural diversity and sensitivity, racial profiling, use of force, and
protection for all citizens.

Vision: The vision for the Constables Office encompasses working with the J ustice of the Peace
Courts to: improve efficiency, ensure that civil process is efficient and cost-effective for the taxpayers,
continue to develop and refine the warrant revenue collection procedure to maximize the collection of
warrant fines and court costs, vigorously enforce traffic laws to minimize deaths and injuries, and
maximize the safety level of the motoring public in Bexar County.


Actively and consistently enforce federal and state laws and applicable County orders.
Provide the J ustice of the Peace Court with trained bailiff officers to ensure the safety and
security of all court personnel, court officers, and all those having business with the J ustice Court.
Be reasonable, open-minded listeners and honest communicators in order to negotiate, solve
and/or resolve issues and problems creatively where possible, and model a positive attitude,
approach and skills as a peace officer.
Increase the efficiency of civil process and the courts in Bexar County by serving all civil process
papers in a timely manner at or above the state average of seven papers per day.
Consistently increase the warrant revenue collected by following the developed warrant
collection procedure and working with defendants to ensure collection of fines and court costs.
Help save lives and reduce injuries by vigorously enforcing all traffic laws.

Program Description: As trained peace officers, the Constables and their staffs provide County


- COMPANY: 100
221

efforts aimed at curbing gang and narcotics activity, involvement with youth programs, bike patrol, lake
and park security, and a variety of other functions.

Other functions:

Serve all civil process from Bexar County J ustice of the Peace Courts, County Courts, District
Courts, Federal Courts, Out-of-County Courts, and Texas Attorney General, Texas Workforce
Commission, and other state boards and commissions as directed.
Execute all warrants issued by the J ustice of the Peace Court.
Control traffic and enforce traffic laws in and around school zones and neighborhoods while
projecting a positive model of law enforcement for youth.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Workload Measures:
Number of Civil Process Executed 240* 13,088 13,088
Number of Warrants Executed 10* 3,026 3,026
Number of Traffic Citations Served 17,433 13,199 13,199

Civil Cases Executed per FTE 13* 2,379 2,379
Warrants Executed per FTE 2* 585 585
Traffic Citations per FTE 918 695 695

Percent Change in Civil Process Executed 0% 5,353% 0%
Percent Change in Warrants Executed 99% 30,160% 0%
Percent Change in Revenue Collected -33%* -24% 0%

*The Justice of the Peace, Precinct 3 stopped serving warrants and civil processes in May 2011.

222
Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $1,637,943 $1,632,058 $1,668,736 $413,666



FY 2011-12 FY 2012-13 FY 2013-14

Constable 1 1 1
Administrative Clerk I 0 2 2
Chief Deputy Constable* 1 0 0
Deputy Constable 16 18 18

Total - Constable, Precinct 3 24 25 25

*During FY 2012-13, one Chief Deputy Constable (E-08) was deleted to fund performance pay for Deputy
Constables based on the Constable Career Path Guidelines, which follow Compensation Policy Number 7.2.06
directive related to Promotions and Temporary Promotions.

223

CHIEF
DEPUTY
CONSTABLE
DEPUTY
CONSTABLE
SENIOR
DEPUTY
CONSTABLE
CONSTABLE
PRECINCT 4
224

Mission:
To enforce court orders.
To support and practice crime prevention and early intervention activities.
To work in complement with other law enforcement agencies and local school districts while
avoiding duplication of service.

Vision:
To continue to provide cost effective civil process service for our customers and the taxpayers.
To work towards less truancy, resulting in more students completing high school and entering
college or the work force.
To have fewer school age children on the streets during school hours, resulting in less juvenile
crime and fewer dropouts.
To develop a close working relationship with the J ustice of the Peace and J uvenile Court systems
to increase efficiency.
To promote less crime in neighborhoods through the use of prevention and early intervention
programs identified and supported by the community.
To continue to work with all law enforcement agencies in an effort to be a viable force to solve
community problems and avoid duplication of services.

To serve all warrants received from the J ustice of the Peace court in a timely manner.
To serve all civil process in a timely manner.
To work with school districts to operate the Absent Student Assistance Program (A.S.A.P.) to
reduce truancy.
To work school zones in the precinct to keep the children safe both to and from school.
To work with neighborhood and community leaders to address the needs in the precinct.

Program Description: As trained peace officers, the Constables and their staffs provide County

Due to the countywide focus on decreasing and deterring juvenile crime, Constables are becoming more
serving court summonses to juvenile offenders. Increasingly, Constables are also being called upon to
assist the Office of the Attorney General by serving warrants for non-payment of child support.

- COMPANY: 100
225
efforts aimed at curbing gang and narcotics activity, involvement with youth programs, bike patrol, lake
and park security, and a variety of other functions.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Workload Measures:
Number of Civil Process Executed 3,550 3,875 3,875
Number of Warrants Executed 5,900 6,200 6,200
Number of Traffic Served 4,084 3,475 6,378

Civil Cases Executed per FTE 1,123 1,235 1,235
Warrants Executed per FTE 1,967 2,068 2,068
Traffic Citations per FTE 681 579 1,063

Percent Change in Civil Process Executed 9% 9% 9%
Percent Change in Warrants Executed -2% 5% 5%
Percent Change in Revenue Collected 24% 1% 1%




Total $1,675,051 $1,726,491 $1,713,420 $452,727


226
FY 2011-12 FY 2012-13 FY 2013-14

Constable 1 1 1
Deputy Constable* 18 18 18

Total - Constable, Precinct 4 27 27 27

227

COUNTY AUDITOR

County Auditor

First Assistant

Administrative Staff
Director of
Accounting
Director of
Internal Audit
Director of
Special Projects
Accounting Aides
228
COUNTY AUDITOR

Mission: To be an independent and progressive organization recognized for professionalism in
carrying out the County Auditors duties and responsibilities. To provide timely, accurate, and meaningful
financial information on the fiscal affairs of county government and to provide ancillary support to the
Commissioners Court, other elected officials, department heads, and the general public.

Vision: Create and maintain an environment of sound fiscal management and efficient financial
operations at all levels of county government, through aggressive support, increased interactive
collaboration and communication to assure efficient collection and reporting of revenues and legal
compliance with budget expenditures.


PROFESSIONALISM - To set and meet quality professional standards in carrying out the duties
and responsibilities of the County Auditors Office.
INDEPENDENCE - To maintain an appropriate level of independence in order that the Auditors
Office may freely question and investigate County programs and issues.
INNOVATION/PRODUCTIVITY - To encourage and promote innovative and productive
approaches to current programs and processes both in the Auditors Office as well as other
County Departments.
PERSONAL GROWTH AND ENRICHMENT - To provide quality training as well as open
communications to develop job skills, personal growth, professionalism, and an environment
which encourages innovation and positive attitudes.

Program Description: The Auditors Office is organized into four divisions as follows:

1. Executive Division
2. Accounting Division
3. Internal Audit Division

The Executive Division is responsible for ensuring that support is available for the County Auditor, as
needed, that department operations function smoothly, that all contracts are read and approved as
appropriate, that all county personnel requiring retirement assistance and counseling receive the proper
information, and that all county personnel are paid properly and timely.

The Accounting Division is under the direction of the Director of Accounting and is comprised of the
following functions: financial accounting and reporting, grant accounting and reporting, banking services,
revenue accounting, revenue forecasting, accounts receivable, accounts payable, and capital
improvements. The Accounting Division is responsible for major annual projects that include the
preparation of the Comprehensive Annual Financial Report (CAFR), and the County Wide Revenue
Forecast Certification.

The Internal Audit Division of the Bexar County Auditors Office conducts internal reviews, automated
system reviews and special projects for the County Auditor and other county departments. Internal Audit
Technical Support also functions as a point of contact for assisting County departments with financial
system troubleshooting, answering questions ranging from how to record and enter transactions to
fielding requests for security profile and system access changes. The Audit Division is also responsible
- COMPANY: 100
229
for assisting the County Auditor in the prescriptive role of adopting and enforcing regulations consistent
with the law needed for the speedy and proper collecting, checking, and accounting for the receipt of
funds that belong to the county or to a person for whom a district, county, or precinct officer has made
collection and the officer holds the funds for their benefits. The Internal Audit Division conducts regular
audits of cash on hand at all county offices.

FY 2011-12 FY 2012-13 FY 2013-14

Number of Audit Special Projects 7 11 14
Number of Payroll Distributions 120,380 120,978 121,200
Number of Invoices Processed 118,087 120,264 122,669
Number of Grants Monitored 171 165 165

Average Status Form Change per FTE
Average Personnel Status Changes by spreadsheet per
FTE
6,087

1,852
3,104

3,713
3,117

3,200
Average Number of Payments Processed per FTE 2,419 2,479 2,539
Average number of Invoices Processed per FTE 6,946 7,074 7,216
Average number of Grants Monitored per FTE 43 41 41

Percentage of Audit Reports Issued to Audits
Scheduled 86% 89% 92%
Length of Time to Process Invoices 12 minutes 12 minutes 10 minutes
Amount of Potential Revenue Identified by Internal
Audit $75,590 $30,809 $105,252

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $4,017,289 $4,033,635 $4,006,745 $4,177,960

230

The FY 2013-14 Budget increased by 4.3 percent when compared to the FY 2012-13 estimates as due
to the program changes as described below.

The Personnel Services group increased by 4.7 percent when compared to the FY 2012-13 estimates
due primarily to staff turnover experienced in FY 2012-13.

The Travel and Remunerations group decreased by 6.2 percent compared to the FY 2012-13
estimates. Funding was provided at the FY 2012-13 Budget level.

The Operational Costs group increased by 2.8 percent when compared to the FY 2012-13 estimates.
Telephone and Internet Services funding was provided at FY 2012-13 levels.

The Supplies and Materials group remained relatively flat compared to FY 2012-13 estimates.

There are two program changes for FY 2013-14 for a total savings of $10,550 as described below.

The first program change deleted one Staff Auditor II (E-04) for a savings of $67,353,
including salary and benefits.

The second program change provided salary adjustments for County Auditor staff for a total
cost of $56,803, which includes benefits. The purpose of this program change was to make
the Auditors salaries more competitive with similar positions in surrounding entities, public
and private, and reduce Audit staff turnover in the future. These salary adjustments were paid
for by the deletion of the Staff Auditor II.

FY 2011-12 FY 2012-13 FY 2013-14
Executive
County Auditor 1 1 1
Accounting Clerk III 1 1 1
Accounting Clerk II 1 1 1
Executive Assistant 1 1 1
First Assistant County Auditor 1 1 1
Technical Support Manager 1 1 1

Total Executive 7 7 7

231

FY 2011-12 FY 2012-13 FY 2013-14
Accounting
Accountant I 2 2 2
Accountant II 7 7 7
Accountant III 5 5 5
Accountant IV 1 1 1
Accountant V 2 1 1
Accounting Clerk 2 2 2
Accounting Clerk III 2 3 3
Accounting Division Director 1 1 1
Assistant Manager of Payroll Operations 1 1 1
Manager of Accounts Payable 1 1 1
Manager of Banking Services 1 1 1
Manager of Capital Improvements & Contracts 1 1 1
Manager of Financial Accounting 1 1 1
Manager of Grants 1 1 1
Manager of Payroll Operations 1 1 1
Manager of Retirement & Payroll Administration 1 1 1
Staff Auditor I Payroll 1 1 1
Staff Auditor II Payroll 1 2 2
Supervisor of Operations 1 1 1

Total Accounting 33 34 34
Audit
Director of Audit Division 1 1 1
Manager of Audit Services 1 1 1
Staff Auditor II 3 3 2
Staff Auditor III 1 1 1
Staff Auditor IV 2 2 2
Staff Auditor V** 0.5 0.5 0.5

Total - Audit 8.5 8.5 7.5

Special Projects
Director of Special Projects 1 1 1
Manager of Special Projects 1 1 1
Financial System Functional Lead 1 1 1
Financial System Assistant Functional Lead 1 1 1
Cashier System Coordinator 1 1 1

Total - Special Projects 5 5 5

Total - County Auditor 53.5 54.5 53.5

** The Staff Auditor V is paid 50 percent from grant funds and 50 percent from the general fund.

232
COUNTY CLERK

County Clerk
Chief Deputy (2)
Administration Criminal County
Courts at Law
Civil County Courts
at Law
Licensing and Vital
Statistics
Records Treasury
233
COUNTY CLERK

Mission: To provide the county government and the general public with the efficient handling of
documents, and to insure that records are provided for public use in a manner that is consistent with the
highest standards of law.

Vision: The County Clerks office is more than just a keeper of records: it is a distributor of them. To
fulfill this vision, we will continually seek to expand the use of technology in our operations, striving to
keep pace with the needs of a growing public and an increasingly complex county government.


To efficiently record, index and make publicly available all documents filed with the office.
To provide the necessary levels of support for the County Courts-at-Law, Probate Courts and
Commissioners Court operations, and to establish a cooperative, collaborative working
relationship with all other branches of the county government.
To assist with mental health operations in the County; to protect the welfare of the community by
removing persons who are a danger to themselves or others; to ensure that the health and rights of
individuals within the system are safeguarded.
To manage all current operations with fiscal and operational accountability and to focus planning
efforts on expanding and improving services to meet future needs.
To develop and maintain a highly trained, dedicated and informed staff and to ensure that all staff
members have the tools and equipment necessary to perform their tasks.
To provide a pleasant and safe working environment for employees and members of the public.
To provide the highest level of service in daily interaction with the public and to treat every
person with courtesy and respect.
To adhere to all statutory requirements as prescribed by state and county law; to vigilantly
safeguard the records under custodianship and to uphold the rights of individuals and the public.

Program Description: The County Clerk is the official record keeper for Bexar County. As such,
the County Clerks Records Division indexes, copies, exhibits, preserves, and protects all land and
personal official records of Bexar County and its citizens. Records include deeds, deeds of trust, abstracts
of judgment, Uniform Commercial Code documents, prenuptial agreements, military discharges, hospital
liens, mechanic liens, federal tax liens, marriage licenses, and assumed business names. The Deeds Unit
of the County Clerks Record Division maintains historical records dating from 1699 through 1836.
These records are preserved as the Spanish Archives. The County Clerk also maintains records dating
from 1836 through the present, maintaining a complete chronological record for Bexar County. The Vital
Statistics Unit maintains business name records and marriage records from 1836 to present, birth and
death records prior to 1967, school records, cattle brands, and warehouse bonds.

The Treasury Division invests, monitors, and disburses over $4 million in minors trust funds generated
from the settlement of lawsuits, proceeds from estates, eminent domain funds, and bonds.

The County Clerk is also the Clerk of the Commissioners Court. The Administration Division of the County
Clerks Office records and preserves all the records of Commissioners Court hearings and public meetings.

- FUND: 100
234
The County Clerk is the statutory Clerk for Bexar Countys thirteen Criminal County Courts at Law. The
Criminal Courts Division manages the County Courts at Laws daily caseload to ensure an expedient flow of
cases through the judicial system. This Division records and maintains records of criminal Class A and B
misdemeanors, bond forfeiture cases.

The Civil Courts Division, created in FY 2007-08, combines all of the County Clerks civil judicial
responsibilities into one Division. These areas of responsibility include Civil Courts, Mental Health activities
and the Probate Courts.

The Civil Courts Division manages the daily caseload of two Civil County Courts at Laws to ensure an
expedient flow of cases through the judicial system. This Division records and maintains records of civil
suits up to $100,000. The Probate Section files, prepares, and preserves as permanent record all wills,
administrations, guardianships, condemnations, and related matters for Bexar Countys Probate Courts, as
well as staffing dockets cases, posting notices, and preparing case files for hearing dates in addition to
Probate Court cases, involuntary mental health commitment cases, and 4
th
Court of Appeals transcripts and
case documentation. The Mental Health Section serves Bexar County and a thirty-county area by assisting
with all mental health patient activity with referring county, public, and private healthcare facilities. Mental
Health Section staff files and maintains records and docket hearings related to probable cause, commitment,
chemical/substance abuse, and mental retardation cases. Unlike other County hearings, these are held away
from the Courthouse at alternative locations for the patients benefit. Mental Health Section staff provides
support for and attends these hearings. They also handle direct patient and out-of-area billing.

The Licensing and Vital Statistics Section is responsible for issuing marriage licenses (formal and informal),
issuing applications and certified copies for incorporated, un-incorporated, and abandonment of assumed
names, as well as beer & wine licenses. This section is also responsible for the recording and the
custodianship of the following documents: marriage licenses, informal marriage licenses, DD214s, birth
certificates, death certificates, assumed names, cattle brands, oaths of office and bonds, personal financial
statements of county officials and county judicial officers, county financial records, UCCs, and deputations.

The County Clerk is elected Countywide for a term of four years.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Number of Cases Filed (Criminal)
33,794 34,510 36,000
Number of Cases Filed (Probate)
4,552 4,664 4,850
Number of Cases Filed (Civil)
8,266 9,608 10,950
Number of Cases Filed (Mental Health)
3,610 3,718 3,830

Cases Filed per FTE (Criminal)
3,072 3,137 3,273
Cases Filed per FTE (Bond Forfeiture)
343 364 400
Cases Filed per FTE (Probate)
303 310 323
Cases Filed per FTE (Civil)
636 739 842
Amount of dollars deposited into the Treasury per FTE $132,974,723 $143,333,333 $143,333,333
235

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Percentage of Records Filed Electronically
51% 59% 62%
Percentage of Cases Filed and Ready for Disposition
(Bond Forfeiture)
75% 75% 75%
Percentage of Daily Public Inquiries Satisfied
98% 98% 98%
Percentage of Available Cases Set (Civil)
91% 92% 93%
Percentage of Fees Collected (Mental Health)
89% 91% 91%




Total $6,400,294 $6,620,599 $6,522,947 $6,763,159


The FY 2013-14 Adopted Budget increases by less than 4 percent when compared to the FY 2012-13

This is due to turnover experienced during FY 2012-13 and program changes as described below.

The Travel and Remunerations group increases by 13 percent when compared to FY 2012-13
estimates. Funding is provided for travel that is required for certifications and continuing education
for the County Clerk.

increase includes an increase in copier rental expense, the technology improvement fee, and repairs
and maintenance accounts requested by the County Clerks Office. The County Clerk was funded
$52,467 in the technology improvement fee account for various upgrades throughout the County
Clerks Office.

estimates. This decrease is primarily due to a decrease in funding provided for office supplies as
requested by the County Clerks Office.

There are three program changes in the County Clerks Office for FY 2013-14 for a total cost of
$150,829.

236
The first program change for the County Clerk authorizes two additional Criminal Court Clerks
(NE-04) to be used as rovers for a cost of $82,186. These positions will fill in for other Court
Clerks who are out on various types of leave. The clerk has 5 rover positions funded for FY 2013-
14.

The second program change adds one Lead Treasury Operations Clerk (NE-05) and deletes one
Bookkeeping Specialist (E-04) for a savings of $7,222. This will create an additional lateral
position within the Treasury Department of the County Clerks Office.

The third program change creates a new division, Licensing and Vital Statistics, within the
County Clerks Office. Existing staff will be reallocated from the Treasury Department and one
Recordings Services Supervisor from Records; however the creation of a Licensing and Vital
Statistics Manager (E-09) is being proposed to oversee the new division. This program change
will be for a total cost of $75,865.


FY 2011-12 FY 2012-13 FY 2013-14


Administration

Archivist (Part-time) 0.5 0.5 0.5
Chief Deputy County Clerk - Operations 1 1 1
Chief Deputy For County Clerk 1 1 1
Commissioners Court Coordinator 1 1 1
County Clerk 1 1 1
Administrative Assistant 0 1 1
Human Resources Analyst 1 1 1
Senior Analyst - Planning and Policies 1 1 1

Total - Administration 8.5 8.5 8.5

Criminal Courts

County Courts Manager 1 1 1
Court Clerk 28 31 33
Court Services Supervisor 2 2 2
Court Operations Clerk 15 15 15
Lead Court Operations Clerk 2 2 2

Total - Criminal Courts 48 51 53

Records

Lead Recording Operations Clerks 3 3 3
Recording and Operations Clerk 19 19 19
Recordings Services Supervisor 4 4 3
237

FY 2011-12 FY 2012-13 FY 2013-14


Recordings Manager 1 1 1

Total - Records 27 27 26

Civil Courts

Civil Courts Manager 1 1 1
Court Clerk 8 8 8
Court Operations Clerk 17 17 17
Court Services Supervisor 3 3 3
Mental Health Clerk 5 5 5
Lead Court Operations Clerk 2 2 2
Lead Mental Health Clerk 1 1 1

Total - Civil Courts 37 37 37

Licensing and Vital Statistics

Licensing and Vital Statistics Manager 0 0 1
Lead Recording Operations Clerk 0 0 1
Recordings Services Supervisor 0 0 1

Total - Licensing and Vital Statistics 0 0 13

Treasury

Treasury Operations Clerk 4 4 4
Lead Treasury Operations Clerk 0 0 1
Lead Recording Operations Clerk 1 1 0
Registry Funds Accountant 1 1 1
Bookkeeping Specialist 1 1 0
Treasury Manager 1 1 1

Total - Treasury 18 18 7

Total - County Clerk 138.5 141.5 144.5

238
COUNTY COURTS-AT-LAW
COUNTY
COURTS-AT-LAW JUDGES
COUNTY
COURTS-AT-LAW
ADMINISTRATOR

COURT
COORDINATORS
COURT
REPORTERS

ATTORNEY
II
ADMINISTRATIVE
SUPERVISOR
COURT COORDINATOR
(AUXILIARY COURT)

COURT REPORTER
(AUXILIARY COURT)
DOCKET
PROCESSORS
COURT SUPPORT
SPECIALIST
239
COUNTY COURTS-AT-LAW

Mission: County Courts-at-Law will provide current required levels of case dispositions while
positioning the Courts to address the challenges of the future.

Vision: The Bexar County Courts at Law are leaders in providing the citizens of Bexar County with
professional, efficient, and compassionate court services. The J udges and staff work hard to achieve the
proper balance between the requirements of the law, the needs of the people, and the fiscal ability of the
County government.


Provide the highest level of court services to the citizenry commensurate with available resources.
Conduct continuous reviews of the court systems ability to serve the community.
Encourage development of improved methods for achieving improved efficiency.
Review and monitor court collections to identify and resolve problem areas.

Program Description: The County Courts-at-Law provide legal resolutions in both criminal
misdemeanor and civil cases. There are fifteen statutory courts and one Auxiliary J ail court in the Bexar
County system. Two of the County Courts-at-Law give preference to civil cases in which the matter in
controversy exceeds $500 but does not exceed $100,000. They provide adjudication in suits of debt,
negligence, personal injury, delinquent taxes, and eminent domain. The remaining thirteen statutory
County Criminal Courts have general jurisdiction and provide adjudication in misdemeanor criminal
cases where the punishment, upon conviction, may be a fine not to exceed $4,000 or a jail sentence not to
exceed one year. Three courts are were created by the 81
st
Legislature. The Auxiliary Court #1 (J ail
Court) handles misdemeanor cases involving jailed defendants and is located within the Adult Detention
Center. The use of this Court results in faster case dispositions and in significant savings to the County in
terms of reducing the number of nights inmates spend in jail awaiting court hearings and minimizing the
transportation of inmates between the jail and the J ustice Center or Courthouse.

FY 2011-12
Actuals
FY 2012-13
Estimates
FY 2013-14
Budget
Workload Indicators (Civil):
Pending Cases on Docket at the Beginning of the Year 28,451 29,266 30,006
New Cases Filed During the Year 8,102 7,054 8,631
Other Cases Reaching Docket 705 548 617
Number of Final J udgments/Dispositions 7,992 6,862 8,240

Efficiency Indicators (Civil):
New Cases per Court 2,025 1,763 2,157
Disposed Cases per Court 1,998 1,715 2,060

Effectiveness Indicators (Civil):
Pending Cases on Docket at the End of the Year 29,266 30,006 31,014
Clearance Rate 98% 97% 95%
- FUND: 100
ACCOUNTING UNIT: 3400-3415
240

FY 2011-12
Actuals
FY 2012-13
Estimates
FY 2013-14
Budget

Percentage of Cases Disposed of Within 6 months 47% 47% 50%

Workload Indicators (Criminal):
Pending Cases on Docket at the Beginning of the Year 32,987 33,195 30,007
New Cases 31,474 26,134 32,299
Other Cases Reaching Docket 5,154 4,002 5,214
Number of Dispositions 38,748 33,324 40,271

Effectiveness Indicators (Criminal):
Pending Cases on Docket at the End of the Year 33,195 30,007 27,249
Percentage of Cases Disposed of within 90 days 44% 44% 45%

Appropriations:

FY 2011-12
Actuals
FY 2012-13
Budget
FY 2012-13
Estimates
FY 2013-14
Budget
Administration (3400)

Total: $656,998 $487,458 $645,048 $749,547
County Court 1
Court Appointed Attorney Fees 272,453 212,662 241,819 230,770

Total: $631,811 $568,739 $606,126 $595,320

County Court 2


Total: $682,971 $582,141 $628,780 $609,558

County Court 3 (Civil)

Court Appointed Attorney Fees 290 0 1,162 0

Total: $354,126 $366,784 $342,318 $342,429

241

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

County Court 4


Total: $621,030 $572,243 $599,021 $597,851

County Court 5


Total: $669,092 $569,656 $636,897 $596,340

County Court 6


Total: $701,869 $627,501 $712,846 $594,163

County Court 7


Total: $604,406 $546,345 $521,826 $572,355

County Court 8


Total: $624,288 $560,353 $569,966 $586,845

County Court 9


Total: $608,655 $557,905 $573,243 $581,813


Operational Costs 0 10,000 0 10,000
242

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Total: $237,683 $289,750 $306,839 $328,735

County Court 11


Total: $638,551 $570,284 $625,262 $596,780

County Court 12


Total: $646,330 $554,658 $578,284 $581,421

County Court 13


Total: $588,687 $569,211 $553,916 $596,694

County Court 14

Supplies and Materials 0 1,500 0 0
Court Appointed Attorney Fees 0 182,663 156,389 230,770

Total: $359,853 $724,284 $571,019 $622,689

County Court 15


Total: $292,986 $557,168 $501,765 $598,175

243

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Court Appointed Attorney Fees 3,190,941 2,764,608 3,006,570 3,000,010

Grand Total - County Courts-At-Law $8,919,336 $8,704,480 $8,973,156 $9,150,715


The FY 2013-14 Adopted Budget increases by 2.0 percent when compared to FY 2012-13 estimates
as described below.

The Personnel Services group increases by 2.4 percent when compared to the FY 2012-13 estimates.
This is due to turnover experienced during FY 2012-13 and the program changes described below.

estimates. Funding is proposed at FY 2012-13 budget levels.
The Operational Costs group increases by 11.7 percent when compared to FY 2012-13 estimates due
to increases in the Technology and Visiting J udges line item as requested by the Courts.
The Supplies and Materials group increases significantly when compared to the FY 2012-13
estimates. Additional supplies are needed as County Courts 14 and 15 are now handling full-time
arraignment dockets and trials.
The Court Appointed Attorney group decreases by less than one percent when compared to FY 2012-
13 estimates due to the new flat fee ordered by the County Court-At-Law J udges.
The FY 2013-14 Adopted Budget includes one program changes for a cost of $10,519, as described
below:
The program change will adjust the salary for the Attorney II position to be comparable to other
Attorney IIs in the County, for a total cost of $10,519 including salary and benefits.

244
FY 2011-12 FY 2012-13 FY 2013-14
Administrative Supervisor 1 1 1
Attorney II 3 1 1
County Courts-at-Law Administrator 1 1 1
Court Coordinator 14 15.5 15.5
Court Reporter* 15 16 16
Docket Processor 2 2 2
J udge 15 15 15

Total County Courts-at-Law 52 52.5 52.5

*One Court Reporter (T-99) is a part-time position for the Auxiliary J ail Court.
245
OFFICE OF THE COUNTY MANAGER

COUNTY MANAGER
BUDGET
COUNTY MANAGER
STAFF

COUNTY J UDGE AND
COMMISSIONERS
PUBLIC
WORKS

INFORMATION
TECHNOLOGY

COMMUNITY
RESOURCES

J UDICIAL
SERVICES

HUMAN
RESOURCES

MANAGEMENT AND
FINANCE

FACILITIES AND PARK
MANAGEMENT
EMERGENCY MANAGEMENT
OFFICE/FIRE MARSHAL

AGRILIFE

MENTAL HEALTH
DEPARTMENT

GOVERNMENT
RELATIONS

246
- COMPANY: 100
OFFICE OF THE COUNTY MANAGER

Mission: To provide effective, efficient, responsive and quality services to the citizens of Bexar
County and to all the Offices and Departments of the Bexar County government.

Vision: The Office of the County Manager strives to deliver quality service with integrity and
dedication to ensuring trust and confidence of Bexar County. Our customers will see Bexar County as the
government of choice.

Decrease cost and streamline operations in support of all County Offices and Departments;
Provide services to the Bexar County citizens in an efficient manner;
Exercise authority in accordance with applicable Federal and State laws, and applicable County
policies, regulations and orders;
Strengthen Bexar Countys financial position; and
Create and support an environment focused on planning, strategic and innovative thinking, practical
solutions and accountability.
On J uly 12, 2011, Bexar County Commissioners Court approved a county reorganization plan of all
departments reporting directly to Commissioners Court and appointed a County Manager. At the
discretion of the Commissioners Court, the Manager serves as the chief administrator of those activities
that report to the Commissioners Court. The Manager supervises and coordinates these activities of the
County departments for the Commissioners, seeing that all orders and policies are carried out. As the
statutory Budget Officer and Chief Investment Officer of the County, the Manager is responsible for the
preparation of the annual budget and capital program for all Offices and Departments.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Amount of the Countys Investment Portfolio $793 M. $1.2B. $980 M.
Number of Special Projects/Performance Reviews 5 8 8
Number of Agendas/Public Hearings 30 30 30

Total Full-Time Equivalents per 1,000 Citizens 2.56 2.56 2.56
Average Budget Expenditures per Resident
$455 $481 $574
Percent of Annual Budget Used to Service Debt
Obligations 13% 10% 10%

247
FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Countys Bond Rating by Fitch and Moodys
Debt per Capita AAA AAA AAA

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Personnel Services $858,686 $1,002,016 $1,040,864 $1,100,311

Total $894,540 $1,082,319 $1,115,710 $1,180,614


The FY 2013-14 Adopted Budget increases by 5.8 percent compared to FY 2012-13 estimates. The
increase is due primarily to the program changes as described below.

The Travel and Remunerations group remains the same when compared to FY 2012-13 estimates.

The Operational Costs group decreases by less than 1 percent when compared to FY 2012-13
estimates. The decrease is primarily due to a decrease in the Dues and Subscriptions line item, as
subscriptions are required to be renewed every two years.

Additional funding is provided in the Tools and Hardware account as items in this account were not
needed in FY 2012-13.

There are two program changes for FY 2013-14 in the amount of $96,392.
The first program change is the reclassification of one Public Information Officer (PIO). During
FY 2012-13, an Assistant Public Information Officer was created. This position was created to
provide additional coverage for events, such as emergencies, and to assist the Public Information
Officer with responses to the media and the general public. This newly created position will
report directly to the PIO. Therefore, the grade of the PIO is reclassified from an E-09 to E-10 at
a cost of $8,287 (salary and benefits).
The second program change transfers one Economic Development Coordinator (E-09) from the
Economic Development Department to the Government Relations Division of the Office of the
County Manager. The Economic Development Coordinator will provide support to the Assistant
to the County Manager in regards to Special Improvement Districts and other issues. The cost of
this program change is $88,105.
248
FY 2011-12 FY 2012-13 FY 2013-14

Administrative Services Coordinator 1 0 0
Assistant County Manager 1 0 0
Assistant to the County Manager 2 2 2
Assistant Public Information Officer 0 1 1
Chief of Staff to the County J udge 1 0 0
Chief of Staff to the County Manager 1 1 1
County Manager/Budget Officer 1 1 1
Economic Development Coordinator 0 0 1
Government Relations Aide 1 1 1
Public Information Officer 0 1 1

Total - County Managers Office 9 11 12

249
CRIMINAL DISTRICT ATTORNEY

CRIMINAL DISTRICT
ATTORNEY
FIRST
ASSISTANT
DISTRICT
ATTORNEY
CHIEF
ADMINISTRATIVE
ATTORNEY
DISTRICT
ATTORNEY
CHIEF
INVESTIGATOR

CIVIL
HUMAN
RESOURCES
DISTRICT
ATTORNEY
RESOURCES
FILE
CENTER
COMPUTER
SUPPORT
FAMILY
J USTICE
CENTER
ADMIN
STAFF

APPEALS
CRIMINAL
TRIAL
FAMILY
J USTICE

J UVENILE
WHITE
COLLAR

INTAKE
MISDEMEANOR
SUPPORT
HOT
CHECK
SECTION
INVESTIGATOR
TEAM
LEADERS
INVESTIGATORS
250
CRIMINAL DISTRICT ATTORNEY

Mission: The Criminal District Attorneys Office seeks to perform its many duties mandated by the
Texas Constitution and state laws by investigating, preparing, prosecuting and appealing all criminal
cases, except Class C misdemeanors, preparing and litigating civil suits filed against the County, and
representing the County in all of its legal dealings.

Vision: The Bexar County District Attorneys Office is a team of dedicated prosecutors committed to
aggressively seeking justice and the protection of the family, person, and property of all the citizens of
our community.


To seek justice, not merely convictions, in all cases, in which a citizen is accused of a criminal
offense;
To investigate thoroughly, effectively, and efficiently, in order to provide all needed facts and
background for criminal prosecution;
To promote the well-being of families and children through prosecution and intervention;
To interview all witnesses and potential witnesses as required by the prosecutors in each criminal
case;
To reduce the trauma to victims of crime by clearly and effectively communicating with them
throughout the judicial process;
To seek compensation for victims of crime through significant efforts to make perpetrators of
crimes pay restitution;
To aggressively develop contacts within our community to create or support existing initiatives to
prevent crimes against families, persons, and property;
To provide the county and its officials and departments with sound legal advice and
representation in civil matters;
To acquire and administer grants, which allows the Office to promote the well-being of families
and children through prosecution and intervention;
To create and support community initiatives for better-informed citizens, enjoying safer
neighborhoods;
To adequately and effectively represent the County in legal disputes arising from its daily course
of business.

Program Description: The Criminal District Attorney has many duties mandated by the Texas
Constitution and State laws. The emphasis is on areas of criminal prosecution, which best promotes a
safe environment within the community and is responsive to law enforcements needs. The Criminal
District Attorney is responsible for the preparation of cases to be presented to the Grand J ury and jury
filed information and indictments. The office also is responsible for trials and appeals of criminal cases,
except those Class C misdemeanors filed in San Antonio Municipal Court. The interviews of witnesses
and victims prior to trial minimizes trauma to the victims caused by the judicial system by providing them
with support, such as assisting them with court proceedings. The Criminal District Attorney also collects
physical evidence and prepares the evidence for trial exhibits. Training is also provided for law
enforcement. Sound legal advice and representation to the County and its elected officials in civil actions
in state and federal courts is also provided by the Criminal District Attorney. The Office also develops
and maintains contact within the community regarding prevention and intervention in crime.

- FUND: 100
251
In addition, the Criminal District Attorneys Office provides staff in the Family J ustice Center, which is a
collaborative effort of over forty on-site and off-site partners that provide comprehensive legal, medical,
mental health, employment, law enforcement, housing, child care, chaplain, and case management
services to victims of domestic violence and their children, in one centralized location.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Number of Cases Opened 57,640 59,000 59,500
Number of Crime Victims Accompanied to Court 3,997 3,782 3,850
Number of Community Outreach Projects Supported 345 230* 235
Number of Major Initiatives Requiring Legal Work 35 42 45
Number of Civil Cases 107 140 150
Number of Expunctions Processed 570 650 728
Number of Nondisclosures Processed 329 336 350

Percentage of Staff Positions Funded by Grants 2% 3% 2%
Percentage of Theft/Check Restitution Returned to the
Community 78% 100% 88%
Number of Applicants for Protective Orders Filed in
Domestic Violence Cases 1,104 1,154 1,160
Number of Felony Cases per Prosecutor 385 380 395
Number of Misdemeanor Cases per Prosecutor 1,976 2,090 2,060
Number of Investigation Cases per Investigator 800 791 822

Total Felony/Misdemeanor (including juvenile) Cases
Disposed Of 58,121 60,000 60,500
Number of Personal Contacts Made with Victims by
Advocates 12,418 12,000 12,200
Average Number of Services Utilized by an Individual
at the Family J ustice Center 3.5 3.5 3.5
* Reduction in numbers due to a position being vacant.

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Total $23,615,005 $23,915,637 $24,520,975 $24,771,667

252

The FY 2013-14 Adopted Budget increased 1 percent when compared to the FY 2012-13 estimates as
described below.

The Personnel Services group increased by 1 percent when compared to the FY 2012-13 estimates
primarily due to the five program changes.

The first program change is to add one part-time Intern (T-99) position for a total cost of $10,737,
which includes salary and benefits. This position will be responsible for assisting court staff with
trials in Criminal District Court 437
th
.

The second program change adds one Prosecutor IV (E-11) in the amount of $80,861, which
includes salary and benefits. This position will be assigned to the Felony J ail Court, which was
implemented again in FY 2012-13. Currently, Prosecutors that are assigned to a District Court
are taken away from their daily duties to prepare for and participate in the Felony J ail Court. This
assigned Felony J ail Court Prosecutor IV will review files and evidence, research criminal
statutory and case law issues, draft case documents, file the information, draft plea paperwork,
contact victims on plea bargains, attend jail court dockets, confer with Probation Officers on
motions to revoke probation cases, and confer with Defense Attorneys. Felony J ail Court will run
as a part-time court; however, the full-time Prosecutor IV will assist other District Courts if
available.

The third program change increases the salary of a Prosecutor V by 14% or $12,540 annually.
The cost of this increase will be $15,185, which includes salary and benefits. This salary increase
will compensate the Prosecutor V for additional duties, which include the duties of a project
manager for the development of AMCAD, which was taken on after previous employees
separated from the County, taking the lead on new special projects for the Meaningful
Intervention Leading to Enduring Success (M.I.L.E.S.) program and the Legal Enrichment and
Decision Making (L.E.A.D.) program, as well as developing the policies and procedures for
eDiscovery.

The fourth program change unfreezes one Paralegal (NE-06) position and deletes one Community
Projects and Initiatives Coordinator (E-03) for a savings of $4,781. The Paralegal will be
responsible for coordinating the paperwork for the M.I.L.E.S. and L.E.A.D programs.

The fifth program change adds one Attorney II (E-11) in the amount of $88,317, which includes
salary and benefits. This position will be responsible for Public Information Requests, which
have significantly increased over the last several years. This position will be assigned to the Civil
Section of the District Attorneys Office and will be the point of contact when a public inquiry is
requested from the Civil Section. The existing attorneys within the Civil Section were spending a
significant amount of their time working on these public inquiries. This position will allow the
existing attorneys to focus on their primary assigned work.

The Travel and Remunerations group increased by 2.5 percent when compared to the FY 2012-13
estimates as requested by the District Attorneys Office. The Travel and Remunerations group was
budgeted at the same levels as FY 2012-13.

The Operational Costs group increased by less than 1 percent when compared to the FY 2012-13
estimates. The increase is also due to the District Attorney Witness Reimbursement account, which is
253
budgeted equal to the amount certified by the Auditors Office for State reimbursement. Funding is
increased throughout the fiscal year as additional revenue is collected. It is also important to note that
copiers were upgraded significantly in FY 2012-13, in order to meet the needs of the Office.

estimates due to one-time purchases of computer supplies in FY 2012-13. Funding is authorized for
computer supplies in the Technology Improvement account in the Operational Costs group for FY
2013-14.


FY 2011-12 FY 2012-13 FY 2013-14

Advocate* 36 36 36
Advocate Supervisor 1 1 1
Aide to the District Attorney 1 1 1
Attorney II* 7 7 8
Attorney III * 11 11 11
Bond Forfeiture Coordinator 1 1 1
Chief Administrative Attorney 1 1 1
Community Outreach Strategist 1 1 1
Community Projects and Initiatives Coordinator 1 1 0
Computer Security Investigator 1 1 1
Courier 1 1 1
Criminal District Attorney 1 1 1
District Attorney Administrator 1 1 1
Criminal District Attorney Chief Investigator 1 1 1
Division Chief - DA's Office 6 6 6
Evidence Technician 1 1 1
File Clerk 5 5 5
First Assistant District Attorney 1 1 1
Human Resource Manager 1 1 1
Human Resources Technician 1 1 1
Interns (Part-Time) 9 9 9.5
Investigations Team Leader 3 3 3
Investigator - District Attorney 33 33 33
Legal Secretary 3 3 3
Major Crimes Chief 1 1 1
Misdemeanor Prosecutor 40 41 41
Office Assistant I* 13 12 12
Office Assistant II 13 13 13
254

FY 2011-12 FY 2012-13 FY 2013-14
Office Supervisor* 7 7 7
Paralegal 7 7 7
Prosecutor III* 34 34 34
Prosecutor IV^ 29 30 31
Prosecutor IV - J ob Share^ 1 0 0
Prosecutor V^ 31 33 33
Prosecutor V - J ob Share^ 1 0 0
Purchasing Clerk 1 1 1
Senior Security Investigator 1 1 1
Technical Support Specialist II 1 1 1
Victim Services Coordinator 1 1 1
Word Processing Specialist 11 11 11

Subtotal - Criminal District Attorneys Office 333 335 336.5

Family Justice Center

Executive Director 1 1 1
Program Manager FJ C 1 1 1
Systems Program Manager 1 1 1

Subtotal - Family Justice Center 5 5 5

Total Criminal District Attorneys Office 338 340 341.5
*Denotes one or more frozen positions.
^Delete Job Share Positions (two employees fill one position) to create a full-time position in FY 2011-12. Due to
changes in federal reporting, the position was converted from a Job Share to a full-time authorized position.

255

CRIMINAL DISTRICT
COURT J UDGES
CRIMINAL LAW
MAGISTRATE
CRIMINAL DISTRICT
COURT ADMINISTRATOR
DISTRICT COURT
COORDINATOR
COURT
REPORTERS
DISTRICT
COURT
COORDINATOR
COURT
INTERPRETERS
CHIEF STAFF
ATTORNEY
LEGAL
INTERNS
DISTRICT COURT
STAFF ATTORNEY

SUPERVISOR
AUXILIARY
COURT
REPORTERS
ADMINISTRATIVE
SUPERVISOR
SENIOR COURT
SUPPORT
SPECIALIST
CAPITAL CASE
MONITOR
256

Mission: To provide immediate, accurate, and beneficial support to the ten Criminal District Courts,
Criminal Law Magistrate Court, Drug Court, Central Magistration Magistrates, Impact Court, and citizens
who request assistance.

Vision: The Office of Criminal District Courts Administration is the leader in developing and
maintaining innovative, state-of-the-art support, and assistance for the criminal district courts and the
citizens of Bexar County that they serve. The office strives to promote quality communication between
our Courts and all other County departments, while insuring that justice is carried out in the most
effective and efficient manner possible.


Provide high quality staff-support.
Facilitate the functions of other court staff to assist in their productivity.
Handle the administrative duties of the courts in an effective manner.
Disseminate and communicate all information integral to the effective and efficient performance
of the courts.
Process writs within the time deadlines specified by statute.
Prepare legally correct jury instructions in a timely manner.

Program Description: District Courts are created by the State Legislature and are lead by Criminal
District J udges, which are elected for four-year terms. The Texas Legislature has authorized ten Criminal
District Courts for Bexar County. Criminal District Courts have original jurisdiction over all criminal
matters. The Court Administration provides Spanish interpreters, auxiliary court reporters freelance court
reporters, visiting judges, and substitutions for court personnel when needed. The Court Administration
also coordinates all capital murder cases, prepares and indexes pages for court reporters, assists in
processing court appointments of defense attorneys for indigent defendants under a court appointed
attorney system, updates monthly lists of eligible investigators for court appointments, and holds training
or refresher courses for court clerks. The division assists Administrative J udges for the District Courts
with their administrative tasks, distributes monthly statistics to the courts, and assists J udges in legal
research and drafting of documents and administrative matters. The review of appellate court opinions
and updates of jury charges based on the law is also a responsibility of the Administration. The assistance
for citizens needing public information about cases in the Criminal District Court is available through the
Administration. The Administration prepares writ applications and writ orders for the J udges. A new
Felony CASE Plan was implemented by the Criminal District Courts which assists in the disposition of
certain types of cases. The office schedules and assists criminal defense attorneys using the Remote
Attorney Visitation System and assist with the Voucher Recommendation Committee (VRC) meetings.

- FUND: 100
257
FY 2011-12 FY 2012-13 FY 2013-14
Workload/Output Indicators (Administration):
J ury Charges Prepared 1,124 1050 1000
Writ Applications Processed 218 220 230
Motions and Other Legal Documents Processed 2,621 2,600 2,800
Number of Court Reporter Assignments 2,034 1,726 1,800
Number of Vouchers Reviewed 827 474 500
Efficiency Indicators (Administration):
J ury Charges Prepared per FTE 749 700 667
Writs Processed per FTE 87 88 92
Motions and Legal Documents processed per FTE 1,048 1,040 1,120
Average recommended savings per voucher $250 $320 $300
Savings Recommended by Voucher Review Committee $206,397 $151,518 $150,000
Effectiveness Indicators (Administration):
Number of Writs returned by Court of Criminal Appeals 6 4 3
Net Savings due to VRC review $176,897 $130,018 $128,500

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total: $2,322,587 $2,288,670 $2,363,766 $2,421,024

District Court 144th (3601)


Total: $870,805 $879,981 $915,033 $844,223



Total: $810,802 $885,736 $854,387 $838,837
258
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total: $896,016 $897,951 $899,218 $836,370



Total: $887,973 $885,369 $720,971 $849,621



Total: $756,302 $896,544 $711,821 $851,967



Total: $821,043 $891,558 $806,092 $846,157



Total: $897,974 $880,838 $919,940 $844,881



259

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Total: $808,352 $888,645 $1,040,027 $844,055



Total: $844,903 $893,358 $680,653 $833,686



Total: $891,264 $877,434 $875,998 $836,686


Criminal District Court Grand Total $10,808,021 $11,166,084 $10,787,906 $10,847,507


The FY 2013-14 Adopted Budget increases by less than one percent when compared to FY 2012-13

The Personnel Services group increases by 1.1 percent due to slight turnover experienced in FY 2012-
13 that is not anticipated in FY 2013-14 and the program changes described below.

The Travel and Remunerations group increases significantly. Funding is provided for travel that is
required for certifications and continuing education for the Criminal District Courts staff.

The Operational Costs group increases by less than one percent when compared to FY 2012-13
estimates due a slight increase in transcription services.
260

Funding is provided for office furniture, as chairs and desks need to be replaced for court offices.

The FY 2013-14 Adopted Budget includes one program change for a total cost of $20,713 as
described below:

One program change reclassifies the Felony Drug Court Coordinator from an E-05 to an E-09.
This change brings the position in line with the Court Coordinators in Specialty Courts. During
FY 2012-13, a Specialty Court study was conducted, but not fully implemented. However, this
reclassification was recommended as the positions should all be graded appropriately. The cost
associated with this reclassification is $20,713.

FY 2011-12 FY 2012-13 FY 2013-14
Capital Case Monitor 1 1 1
Chief Staff Attorney 1 1 1
Court Interpreter 4 4 4
Criminal Law Magistrate 1 1 1
District Court Coordinator 11 11 11
Drug Court Magistrate 1 1 1
Drug Court Coordinator 1 1 1
General Admin Counsel-Criminal District Courts 1 1 1
J udge 10 10 10
Legal Intern (Part-Time) 1.5 1.5 1.5
Senior Court Support Specialist 1 1 1
Supervisor 1 1 1

Total Criminal District Courts 53.5 52.5 52.5

261
DISTRICT CLERK

DISTRICT CLERK
Senior Division
Chief

Chief Deputy
Criminal
Operations
Civil
Operations
Executive
Assistant
Records and
Finance

Administration
Senior Analyst
262
DISTRICT CLERK

Mission: To provide the J udicial System and the public with information and support using the most
technologically advanced methods possible at a reasonable cost by:
Fulfilling our statutory duties as record custodians and fee officers to the best of our abilities;
Fostering an environment for our employees that encourages the development of new ideas and the
willingness to improve productivity;
Implementing our goals and objectives with a team approach and decision making at all levels of the
organization; and
Striving to be a leader and example to other County and State agencies.

Vision: The District Clerk envisions the Bexar County District Clerks Office as becoming a leader
and example not only in Bexar County but throughout the State of Texas by providing constant training
and education of the workforce; by acquiring and implementing the latest in information technology
services such as imaging technology for the storage and retrieval of case record information; and by
implementation of electronic technology for exchange of information through the Internet.


To perform functions and duties as mandated by law.
To incorporate record management principles in imaging information and technology sources.
To provide the support and resources for all District and Special Courts of Bexar County.
To provide the support and resources necessary for employees to perform their responsibilities
and duties.
To monitor/verify all receivables and fees charged.
To safely deposit receivables in a timely manner.
To be responsive to the customers need for service and information.
To encourage all employees to be customer friendly and service oriented.
To provide information and quality services to all at a reasonable cost.
To support the continued development of employees by encouraging participation in County
training classes.

Program Description: The District Clerk is an integral part of the District Courts system in Bexar
County, providing support services to all Criminal, J uvenile, and Civil District Courts. The Office is
divided into six divisions: Administration, Courts, Civil Filings, Court Support, Operations and Records.
The District Clerk records the acts and proceedings of the Courts, enters all judgments of the Courts, and
records all issued executions and returns on executions. The District Clerk also prepares an annual written
statement of fines, jury fees received, and operates the Register of the Court. The District Clerk serves as
the official custodian of District Court records by indexing and carefully maintaining the Court records
and assisting the Courts and the public in accessing those records. The District Clerk also provides
support services to many County offices and departments, in particular to the Criminal District Attorneys
Office, the Constables Offices, the Sheriffs Office, the Dispute Resolution Center, J uvenile Probation,
and the Texas Attorney Generals Office.

The District Clerk is elected Countywide for a term of four years.

- FUND: 100
263

FY 2011-12 FY 2012-13 FY 2013-14


Work Load Indicators (Annual):

Civil Cases filed 36,929 36,722 36,958
J uvenile Cases filed 2,287 1,846 2,664
Number of Criminal Cases Filed 10,556 11,132 11,273
Number of Documents Imaged 6,391,168 14,180,580 8,858,299

Efficiency Indicators (Annual):

Civil Cases Filed per FTE
4,616 4,590 4,620
Criminal Cases Filed per FTE
5,278 5,566 5,637
Civil Hearings Held
94,807 93,016 81,092


Bond Forfeiture Revenue Collected
$248,607 $287,008 $356,892
Civil Court Costs Collected
$10,951,663 $11,319,853 $11,636,533

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $7,130,276 $7,365,468 $7,319,289 $7,457,366


The FY 2013-14 Adopted Budget increases by less than 2 percent when compared to the FY 2012-13

The Personnel Services group increases by one percent when compared to the FY 2012-13 estimates.
This is due to turnover experienced during FY 2012-13.

The Travel and Remunerations group represents a 9 percent decrease when compared to FY 2012-13
estimates. The District Clerks Office requested the reduction of funds. Funding is provided for
Continuing Education for the District Clerk and staff and for travel and training.

264
increase is primarily due to additional funding for repairs and maintenance of office equipment,
copier rental and expense, computer hardware, and one-time technology costs associated with
mandatory e-filing for the Civil District Courts starting J anuary 1, 2014.

Funding has been maintained at FY 2012-13 budgeted levels.

There are seven program changes included in the District Clerks Office for FY 2012-13, for a total
cost of $44,315. The District Clerk brought forth a plan to realign work-responsibilities and balance
duties within the District Clerks Office due to a court order by the Texas Supreme Court, Misc.
Docket No. 13-9092, mandating the e-filing of all civil cases in the District Courts. This requirement
will demand more technical expertise of certain positions, hence the program changes described
below. The plan includes:

Deletion of 7 Civil Operations Clerks (NE-03) and the addition of 7 Senior Civil Operations
Clerks (NE-04) within the Office of the District Clerk Civil Operations.
Deletion of 1 File Clerk (NE-01) and the addition of 1 Civil Operations Clerk (NE-03) within
the Office of the District Clerk Civil Operations.
Deletion of 1 Optical Scanning Clerk (NE-03) and the addition of 1 Recording Clerk (NE-03)
within the Office of the District Clerk Records and Finance.
Deletion of 8 File Clerks (NE-01) and the addition of 8 Optical Scanning Clerks (NE-03)
within the Office of the District Clerk Records and Finance.
Deletion of 1 File Clerk Part Time (NE-01) and the addition of 1 Criminal Assignments
Clerk II - Part-time (NE-02) within the Office of the District Clerk Criminal Operations.
Deletion of 1 File Clerk - Part-time (NE-01) and the addition of 1 Court Order Clerk - Part-
time (NE-02) within the Office of the District Clerk Records and Finance.
Deletion of 1 Office Assistant II (NE-03) and the addition of 1 Office Assistant IV (NE-04)
within the Office of the District Clerk Administration.


FY 2011-12 FY 2012-13 FY 2013-14

Administration

Chief Deputy 1 1 1
Government Relations Advisor 1 1 1
Human Resource Technician 1 1 1
Senior Analyst Policies and Planning 2 2 2
Senior Division Chief 1 1 1

Total - Administration 8 8 9

265

FY 2011-12 FY 2012-13 FY 2013-14

Civil Operations

Civil Court Clerk 19 21 21
Civil Filing Supervisor 1 1 1
Civil Operations Clerk 13 13 7
Data Control Clerk 0 2 2
Division Chief - Civil Operations 1 1 1
File Clerk 1 1 0
Lead Civil Court Clerk 8 8 8
Lead Civil Operations Clerk 5 5 5
Recording Clerk Supervisor 1 1 1
Registry/Cashier Supervisor 1 1 1
Senior Civil Operations Clerk 4 3 10
Supervisor - Civil Operations 1 1 1

Total - Civil Operations 56 59 58

Criminal Operations

Civil Filing Supervisor 1 1 1
Criminal Assignments Clerk II 7 7 7.5
Criminal Assignments Clerk III 7 5 5
Criminal Court Clerk 22 23 23
Criminal Filing Supervisor 1 1 1
Division Chief - Criminal Operations 1 1 1
File Clerk - Part Time .5 .5 0
J uvenile Court Clerk 9 9 9
J uvenile Court Clerk Supervisor 1 1 1
Lead Criminal Assignments Clerk 2 1 1
Lead Criminal Court Clerk 5 8 8
Supervisor - Criminal Operations 1 1 1

Total - Criminal Operations 58.5 59.5 59.5

Records & Finance Division

Cashier/Clerk 3 0 0
Court Order Clerk 2 2 2.5
Court Registry Clerk 2 2 2
Criminal Assignments Clerk I 1 0 0

266

FY 2011-12 FY 2012-13 FY 2013-14


Division Chief - Records & Finance 1 1 1
File Clerk 8.5 8.5 0
Lead Accounting Clerk 1 1 1
Lead Recordings Clerk 1 1 1
Lead Registry Clerk 1 1 1
Optical Scanning Clerk 2 1 8
Recording Clerk 9 9 10
Registry/Cashier Supervisor 0 1 1
Senior Civil Operations Clerk 1 1 1
Supervisor - Records & Finance 3 2 2

Total - Records & Finance Division 38.5 35.5 35.5

Total - District Clerk 161 162 162

267
DPS - HIGHWAY PATROL

DPS Troopers

Office Assistant
268
DPS - HIGHWAY PATROL

Mission: The Department of Public Safety Highway Patrol Division provides staff support for the
surrounding Highway Patrol Troopers and Bexar County citizens allowing the release of troopers to
perform enforcement activities on the rural roadways of Bexar County. Specifically, troopers address
enforcement in the following areas: 1) traffic enforcement of all vehicles; 2) regulation of commercial and
for hire traffic; 3) the preservation of the public peace; 4) the investigation of highway accidents; 5) the
investigation of criminal activity; 6) the arrest of criminals and wanted people; 7) assistance in emergency
management during disaster functions for Bexar County providing manpower and public inquiry
assistance; and 8) assisting as State liaison clerks between the city, county, and state during emergency
functions.


To assist the Courts of Bexar County with the creation of a smooth flow of information between
the Courts and the Texas Highway Patrol. This smooth exchange of information will create an
atmosphere of increased accountability for Bexar County.
To increase the apprehension of Bexar County residents wanted by the J ustice Courts of Bexar
County.
To release the troopers of Sergeant Area 3B01 for increased routine patrol devoted to the public
safety of the citizens of Bexar County. Increased routine patrol will allow for safer roadways and
increased apprehension of law violators and criminals in Bexar County.
To interact directly with the citizens of Bexar County through public telephone inquiries to assist
the citizens in the following areas:
o Highway patrol/criminal law inquiries
o Reporting of dangerous situations
o Various public complaints
o Outstanding violations/warrants
o General information
o Employment opportunities available with the Texas Department of Public Safety

Program Description: The Department of Public Safety (DPS) Highway Patrol Division was
established to centralize the handling and distribution of all criminal cases filed by Highway Patrol
Troopers of the area and surrounding counties. These cases are both misdemeanors and felonies and are
coordinated by the Highway Patrol Division between District Courts, County Courts and J ustice of the
Peace Courts. Personnel of the Highway Patrol Division are tasked with assembling and forwarding
felony criminal cases to the District Courts of the County and misdemeanor criminal cases to the J ustice
of the Peace Courts and County Courts at Law.

Personnel of the Highway Patrol Division provide administrative support and report the dispositions of all
criminal cases issued by Sergeant Area 3B01 to the Texas Department of Public Safety-Austin. Staff
prepares complaints and probable cause affidavits for the issuance of warrants by the J ustice Courts of the
County in all highway patrol citations issued by Sergeant Area 3B01. Upon receiving warrants lists from
the J ustice Courts of Bexar County, Highway Patrol Division personnel establish telephone contact and
prepare written correspondence with the named violators on the warrants to obtain voluntary compliance
with the court order.

Highway Patrol Division personnel utilize the Countys computer network to check violators compliance
with the phone/written contacts and for the reporting of dispositions. Highway Patrol Division works for
- FUND: 100
269
all J ustice Courts utilizing the County computer network to enter citations into the J ustice Court System.
Highway Patrol Division also acts as liaison between area troopers and the court systems of Bexar
County. Highway Patrol Division interacts directly with the citizens of Bexar County through public
telephone to address questions concerning State law and other pertinent public issues. The functions
performed by the Highway Patrol Division allow for an increased presence of troopers on routine patrol in
Bexar County to increase public safety for the citizens of Bexar County.


FY 2011-12 FY 2012-13 FY 2013-14


Texas Highway Patrol Stops 22,270 25,000 31,000
Citations Entered 10,414 13,144 15,212
DWI Criminal Arrests 786 800 895


Citations Maintained & Researched per FTE per year 25,100 27,830 29,830
DWI/Criminal Reports Maintained per FTE per year 1,551 1,555 2,117
Complaints & Affidavits 550 800 976


Total Violations 33,405 33,410 36,300
J P Court Revenue from Citations $1,372,594 $1,782,094 $2,110,017

Appropriations:
FY 2011-12
Actual
FY 2012-13
Budget
FY 2012-13
Estimate
FY 2013-14
Budget


Total $99,236 $53,540 $54,803 $95,248


The FY 2013-14 Adopted Budget increases by 74 percent compared to the FY 2012-13 Estimate. The
increase is due to the addition of one Office Assistant III at the request of the Department of Public
Safety Highway Patrol Division. As of December, 2012, the San Antonio DPS Highway Patrol section
has increased from one Sergeant and 8 Troopers to two Sergeants and 18 Troopers. The increase in
administrative workload increased 50 percent and requires one additional position.

270

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget


Total DPS Highway Patrol 2 1 2

271
ECONOMIC DEVELOPMENT

ECONOMIC
DEVELOPMENT
EXECUTIVE
DIRECTOR
ECONOMIC
DEVELOPMENT
INCENTIVES
ECONOMIC
DEVELOPMENT
STRATEGIC
INITIATIVES

VENUE
DEPUTY
DIRECTOR
272

Mission: The Economic Development Department (EDD) focuses on issues affecting Bexar Countys
economy and provides a variety of business development resources to help the County remain at the
forefront of economic development. The EDDs goal is to strengthen Bexar Countys economic well-
being and expand employment opportunities by collaborating with the private sector and local
communities to create an environment that encourages business expansion, creation and relocation. The
EDD also promotes the expansion of Bexar Countys economy through increased international trade in
goods, services, and related activities.

Vision: To be an economic development leader recognized for working with local partners by
developing and capitalizing on opportunities to grow the Bexar County economy.


Encourage the healthy expansion of the local economy through growth in existing business
enterprises, by reducing attrition of jobs, and by attracting external business enterprises in
targeted industries to locate, relocate, or expand in the local economy.

Collaborate with local external agencies in activities designed to promote and sustain Bexar
Countys economy.

Pursue strategies aimed at encouraging and promoting the continued integration of the south
central Texas and global markets focusing on North America, Latin America and Asia.

Create and promote economic development incentives that will stimulate development in
specified areas of the County.

Leverage Federal investments made in Bexar County.

Conduct and review financial analysis of economic development projects to determine investment
feasibility and economic impact.

Administer, manage and oversee contract development and implementation and performance
reviews to ensure compliance.

Develop and maintain partnerships with external agencies, the business community and
community organizations to promote incentives for economic development initiatives undertaken
by the business sector.

Leverage the communitys investment in the AT&T Center and Arena Venue to improve the
economic activity and quality of life in the Arena Venue District.

- FUND: 100
273
Program Description: The Economic Development Department enhances the focus on issues
affecting Bexar Countys economy and provides a variety of business development resources to help the
County remain at the forefront of economic development. The Economic Development Departments goal
is to strengthen Bexar Countys economic well-being and expand employment opportunities by
collaborating with the private sector and local communities to create an environment that encourages
business expansion, creation, and relocation. The Department also promotes the expansion of Bexar
Countys economy through increased international trade in goods, services and related activities.


FY 2011-12 FY 2012-13 FY 2013-14
Active Tax Phase-Ins (TPIs) 42 45 52
Active Tax Increment Reinvestment Zones
& Public Improvement Districts 22 22 22

Annual County Investment (Active TPIs) $3,314,270 $3,304,622 $3,652,446
Annual tax revenue generated by Tax
Increment Reinvestment Zones & Public
Improvement Districts (M&O) $4,900,000 $5,500,000 $5,700,000

Percentage of County Investment to
Company Investment 0.10% 0.09% 0.10%
Percentage increase in ad valorem taxable
value for Tax Increment Reinvestment
Zones & Public Improvement Districts 0.40% 11.5% 3%




Total $872,581 $884,112 $933,322 $866,725

274

The FY 2013-14 Adopted Budget reflects a 7 percent decrease when compared to the FY 2012-13

The Personnel Services group decreases by 6 percent when compared to the FY 2012-13 estimates.
This is due to costs associated with an employee payout in FY 2012-13 and savings from individuals
electing not to carry the Countys health insurance, along with program changes as described below.

estimates. This is due to an increased focus on local and regional economic development activities in
conjunction with the reorganization of the Economic Development Department during FY 2013-14,
as described in the program changes below.

The Operational Costs group decreases by 20 percent when compared to the FY 2012-13 estimates.
This is primarily due to a decrease in the Professional Services line item, as these costs are being
shifted over to the Community Investment Economic Development Fund.

estimates. This is due to one-time expenditures associated with a projector system for Economic
Developments executive conference room in FY 2012-13.

Funding for outside agencies associated with the Economic Development Department is budgeted
within the Non-Departmental Budget and the Community Infrastructure and Economic Development
(CIED) Fund.

There are two program changes within the Economic Development Department for a total savings of
$32,766 as described below. The Economic Development Department is restructuring to focus on key
elements of economic development, primarily job retention and job creation in Bexar County. Bexar
County has geographical and demographical advantages in particular sectors of the economy such as
aerospace and car manufacturing, which Economic Development will now target with greater focus
and effectiveness. These program changes within the personnel structure of Economic Development
are geared towards increasing the departments effectiveness and efficiency in these critical areas of
local economic growth.

The first program change adds two Senior Analysts Economic Development (E-07) and
deletes one Economic Development Coordinator (E-09) for a total cost of $55,339.

The second program change will transfer one Economic Development Coordinator (E-09) to
the Office of the County Manager, for a total savings of $88,105. This savings however, will
be offset by a corresponding increase in the Office of the County Managers budget.

275

FY 2011-12 FY 2012-13 FY 2013-14


Executive Director of Economic Development* 1 1 1
Deputy Director - Economic Development** 1 1 1
Analyst Economic Development 3 2 2
Economic Development Manager 2 2 2
Economic Development Coordinator 2 2 0
Senior Analyst Economic Development 0 0 2

Total Economic Development
10 9 9

*Executive Director is funded 75% General Fund and 25% CIED Fund
**Deputy Director is funded 50% General Fund and 50% CIED Fund

276
ELECTIONS

Elections
Administrator
Executive
Assistant
Elections
Training
Elections
Administration
Programming
Elections
Warehouse
Technical Support Voter Registration Election Liaisons

277
ELECTIONS

Mission: To plan and conduct Federal, State, County, and contract elections and to provide voter
registration services to the citizens of Bexar County efficiently, accurately, and in accordance with
established laws, regulations, and governmental policies.

Vision: To conduct Federal, State, County, and contract elections and to provide voter registration
services to the citizens of Bexar County in a timely, accurate, efficient and customer-oriented way. The
Elections Department will be responsive and accountable to the individual citizens we service - dedicated
to meeting their needs through the use of sound business practices and improved technology; accurate
application of established laws, regulations and policies; and an absolute commitment to quality customer
service.


To plan and conduct Federal, State, County, and contract elections for all county political
subdivisions.
To provide information and guidance to voters and organizations regarding election issues.
To maintain accurate voter registration records and to provide resources for voter registration
activities.
To maintain election histories for elections conducted in the county.
To receive and file campaign and expenditure reports for candidates and officeholders.
To communicate with the Secretary of State and the U.S. Department of J ustice regarding
regulatory and legislative issues.
To provide a technologically improved and professional environment.
To be HAVA compliant on both the Election and Voter Registration Divisions.

Program Description: In FY 2000-01, Commissioners Court created the Bexar County Elections
Department by combining the functions of the County Clerks Office, Elections Division, and those of the
Tax Assessor-Collectors Office Voter Registration Division. Thirteen positions from the County Clerks
Office and ten positions from the Tax-Assessor Collectors Office were transferred to the new department
and organized into three sections: Administration, Elections, and Voter Registration. Commissioners
Court created the position of Elections Administrator to lead the department.

The Elections Department conducts County, State, and Federal elections and holds contract elections for
political subdivisions within Bexar County as authorized by the Texas Election Code. The Elections
Department prepares ballots, furnishes election equipment and supplies, and coordinates all logistical and
managerial components involved with conducting an election. These components involve staffing all
polling facilities during the early voting period and, on Election Day, securing and retrieving ballots from
the polling facilities ensuring all elections are conducted according to the Election Code. The Department
conducts early voting both by personal appearance and by mail and canvasses election returns. The
Department also compiles and maintains the record of all elections.

The Elections Administrator serves as the County Voter Registrar and is responsible for maintaining
accurate and up to date voter registration records, conducting voter registration drives, and maintaining
accurate precinct/boundary maps and address records.

- COMPANY: 100
278
FY 2011-12 FY 2012-13 FY 2013-14

Elections Held Including Run Off and Special:
Funded by Bexar County 3 3 3
Funded by Other Entities 42 41 41
Number of Early Voting Election Sites 145 100 160
Number of Election Day Voting Sites 1,119 1,129 1,385

Number of Workers per Early Voting Site 5 6 6
Number of Workers per Election Day Site 5 7 7
Number of Mail Ballots Processed per FTE 700 1,125 1,125
Number of Voter Registration Maintained per FTE 17,540 12,320 12,320

Percentage of Early Voting Results Available by
7:15PM

100%

100%

100%
Percentage of Election with Results Available 3 hours
after receipt of all Ballots

100%

95%

95%
Percentage of Errors in Voter Registration Data
Submitted to the Secretary of State/TEAM

3.20%

1.90%

1.90%
Percentage of Increase/(Decrease) in Registered Voters 12% -8% -8%

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Travel, Training and Remunerations 2,299 10,600 5,300 7,750
Capital Expenditures 7,004 0 0 40,000

Total $2,464,466 $2,249,868 $1,853,357 $2,503,877


The FY 2013-14 Budget increased by 35.1 percent compared to the FY 2012-13 estimates due
primarily to Personnel Services, Operational Expenses, and Supplies and Materials related to
upcoming elections as described below.

279
The Personnel Services group increased by 5.3 percent compared to the FY 2012-13 estimates due
primarily to turnover experienced and a program change as described below.

The Travel and Remunerations group increased significantly compared to FY 2012-13 estimates as
funding is provided for staff to attend a law seminar.

The Operational Costs group increased significantly compared to FY 2012-13 estimates. This
increase is primarily due to the expiration of HAVA grant funding, a significant increase in Election
Workers Wages for the upcoming FY 2013-14 elections, and Computer Hardware Repairs &
Maintenance for the associated election hardware maintenance.

due primarily to increased funding for Postage for the mass mail out of voter registration cards. Part
of this increase is due to the actual price of postage and part of it is due to the number of cards that
must be mailed out for the elections held during FY 2013-14.

There is one program change for FY 2013-14.

Reclassify two Analyst Programmers II (E-08) to two Database Coordinators (E-09) for a total
cost of $9,106, including salary and benefits. During FY 2012-13, Bexar County was selected to
run the Uniformed and Overseas Citizens Absentee Voting Act (UOCAVA) pilot program. The
Act provides the legal basis for absentee voting requirements for certain uniformed service
members that are overseas. The implementation of this program will take extensive time and
significantly expand the job duties of these two Programmers. They will be responsible for
developing, testing, and implementing web-based applications related to processing UOCAVA
voters.


FY 2011-12 FY 2012-13 FY 2013-14

Analyst Programmer II 2 2 0
Database Coordinator 0 0 2
Elections Administrator 1 1 1
Elections Coordinator 1 1 1
Elections Inventory Clerk 2 2 2
Election Liaison 2 2 2
Elections Training Coordinator 1 1 1
GIS Technician 1 1 1
Operations Coordinator 1 1 1
Senior Voter Registration Processor 1 1 1
Technical Support Specialist IV 3 3 3
Voter Registration Coordinator 1 1 1
Voter Registration Processor 3 3 3

Total - Elections 20 20 20

280
FACILITIES AND PARKS MANAGEMENT

COUNTY
MANAGER
FACILITIES AND PARKS
MANAGEMENT
DIRECTOR

ADMINISTRATION

COUNTY
BUILDINGS
MAINTENANCE

PARKING
FACILITIES
ADULT
DETENTION
CENTER
MAINTENANCE

J UVENILE
INSTITUTIONS
MAINTENANCE

ENERGY
SERVICES

PARKS AND
GROUNDS

CAPITAL PROJ ECTS
DIVISION

FORENSIC
SCIENCE
CENTER

FIRING RANGE
281

The following Mission, Vision and Goals and Objectives guide the programs and activities of the
Facilities and Parks Management Department, which includes Administration, Energy, Facilities
Maintenance of the Adult Detention Center, County Buildings, Forensic Science Center, and J uvenile
Institutions, and Parking Facilities divisions.

Mission: The Mission of the Facilities and Parks Management Department is to preserve all County
resources by providing efficient, cost-effective services which ensure the safety, health and welfare of our
customers and improve their quality of life.

Vision: We envision the Facilities and Parks Management Department as the leader in developing and
maintaining County equipment, parks and facilities. Facilities Management strives to ensure good
working relationships, and high standards of professional management for Bexar County. The
management and staff of our department are facilitators in achieving a balance between diverse priorities
and finite resources. They do this by providing the public and other County Offices thorough analyses,
expert advice, prompt and reliable services, and open, honest communications related to the responsible
allocation and utilization of Facilities Management personnel and resources.


Provide an aggressive and methodical preventive maintenance program for all of our customers.
Establish a work center atmosphere that promotes the effective and efficient management of
County resources.
Promote energy education throughout the County.
Develop energy conservation plans and provide utility monitoring for all County-owned
buildings.

282
FACILITIES AND PARKS MANAGEMENT -
ADMINISTRATION

Program Description: During FY 2010-11, the Infrastructure Services Department was divided
and split into two Departments: Facilities and Parks Management and Public Works. The Facilities and
Parks Management Department will continue to oversee County Capital Improvement Projects and
provide services for other areas including maintenance for the Adult Detention Center, County Buildings,
Forensic Science Center and J uvenile Institutions. Facilities and Parks Management will also continue to
manage the Parks and County Grounds and Energy Services divisions.

The Administration Division of the Facilities Management Department provides for the general welfare
of the citizens of Bexar County by managing the construction and maintenance of all County Facilities.
The appropriations shown below are the General Fund activities only. The other funds activities,
including Capital Projects and Parking Facilities appear in the Other Funds section of this document.


FY 2011-12 FY 2012-13 FY 2013-14

Number of Capital Projects Managed ($0-5 million) 69 75 86
Number of Capital Projects Managed ($5-10+million) 15 18 19
Number of Group Tour Agreements 1 2 3

Efficiency Measures :
Average Number of Monthly Building Use Permits 1 4 10
Average Percent Increase in Budget for a Project 7.5% 5% 5%
Average Percentage of Filled vs. Vacant Positions 95% 100% 100%

Percent Increase of Change Orders on Capital Projects 3% 3% 3%
Total Amount of Contractor Services Managed $241,463,186 $245,000,000 $245,000,000
Total Revenue Collected from Building Use Permits $250 $1,500 $2,000

Appropriations:
FY 2011-12
Actual
FY 2012-13
Budget
FY 2012-13
Estimate
FY 2013-14
Budget


Total $258,810 $334,932 $298,209 $323,101


Overall, the FY 2013-14 Adopted Budget for Facilities and Parks Management - Administration
- COMPANY: 100
283
increases by 8.3 percent when compared to FY 2012-13 estimates, which is primarily due to increases
in the Operational Costs group.

The Personnel Services group increases by 4.5 percent when compared to FY 2012-13 estimates. The
increase is due to funding temporary employees for the Department, these temporary employees will
work on projects as directed by the Facilities and Parks Management Director.

The Travel and Remunerations group increases significantly when compared to historical amounts.
Funding is provided for staff to attend mandatory certification and specialized training sessions
during FY 2013-14.

The Operational Costs group increases by 18 percent when compared to FY 2012-13 estimates.
Funding is provided for the one-time purchase of electronic tablets for staff.

The Supplies and Materials group decreases by 20 percent when compared to FY 2012-13 estimates
due to the computer supplies account. Items purchased in the computer supplies account are allocated
in the technology improvement account for this division.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Building Use and Permit Coordinator 1 1 1
Facilities and Parks Management Director 1 1 1

Total Facilities and Parks Management
Administration
2 2 2
Fifty percent of the Facilities and Parks Management Director position is funded in Administration
Division and 50% in the County Capital Improvement Fund

284
- COMPANY: 100
ADULT DETENTION CENTER
Program Description: The Facilities and Parks Management-Adult Detention Center Division is
responsible for the operation, maintenance, and repair of the County Adult Detention Facilities. Included
are the Adult Detention Center and the Adult Detention Center Annex (4,596 beds), the Sheriffs
administrative office spaces, and a detached 96-bed portable housing unit located adjacent to the Adult
Detention Center Annex. Responsibilities include maintenance, pest control services, repair, and minor
remodeling of the facilities, and upkeep of grounds and parking lots. Preventive maintenance is regularly
performed on all equipment, machinery and systems, and repairs are made as needed.

This division maintains the facilities 24 hours per day, seven days a week. Contracts monitored include
janitorial services, elevator maintenance, garbage disposal, pest control services, and water treatment.
Economic effectiveness, efficient services, and application of sound engineering practices, which ensures
the reliability and effectiveness of all our equipment and utility systems, are part of the Facilities
Management Division Goals. The proper functioning of these systems helps to ensure the Countys
compliance with state mandates and limit any liability concerns.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Number of Work Orders (Demand Generated) 39,894 41,383 42,000
Number of Work Orders (Preventive Maintenance) 6,500 7,500 7,500
Building Square Footage Maintained 817,801 817,801 817,801

Average Number of Days to Complete Demand and
Generated Work Orders 3 3 3
Average Number of Days to Complete Preventative
Maintenance Work Orders 5 5 5
Number of Work Orders (Demand Generated) per
FTE 1,312 1,200 1,200
Number of Work Orders (Preventive Maintenance)
per FTE 184 184 214

Percentage of Work Orders Completed (Demand
Generated) 100% 100% 100%
Percentage of Work Orders Completed (Preventive
Maintenance) 96% 96% 96%
Number of Favorable Audits by Outside Agencies 2 out 2 2 out of 2 2 out of 2

285

Appropriations:
FY 2011-12
Actual
FY 2012-13
Budget
FY 2012-13
Estimate
FY 2013-14
Budget

Capital Expenditures 0 0 0 89,124

Total $2,406,182 $2,779,028 $2,670,769 $3,066,408


Overall, the FY 2013-14 Adopted Budget for the Adult Detention Center Division increases by 14.8
percent when compared to FY 2012-13 estimates.

Employee turnover resulted in reduced expenditures during FY 2012-13.

The Travel and Remunerations group increases by 5.7 percent when compared to the FY 2012-13
estimates. Funding is provided for personnel training, such as pest control and backflow
certifications. Funding is also provided for HVAC, electrician, and plumbing continuing education for
staff.

The Operational Costs group increases by 7.0 percent when compared to FY 2012-13 estimates. The
increase is due to an increase in the janitorial contract for the Adult Detention Center and funding for
a contract to maintain laundry equipment.

Additional funds are needed in the tools and hardware account to replace equipment used to fix
repairs in the detention center.

Funding for the Capital Expenditure group is provided for computer workstations at the Getaway
Caf, resurfacing of flooring, new countertops, carpet tile, and window coverings within the detention
center.

There are no program changes for FY 2013-14.

286

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Carpenter 1 1 1
Electrician 1 1 1
Electronics Technician I 3 3 3
Electronics Technician II 2 2 2
Exterminator 1 1 1
Facilities Maintenance Supervisor 1 1 1
HVAC Technician 1 1 1
J ail Superintendent 0 1 1
Life and Safety Supervisor 1 1 1
Life and Safety Technician 4 4 4
Maintenance Mechanic I 14 14 14
Maintenance Mechanic II 4 4 4
Plumber 2 2 2
Welder II 1 1 1

Adult Detention Center 37 38 38

287
COUNTY BUILDINGS

Program Description: The Facilities and Parks Management-County Buildings Division is
responsible for the operation, maintenance, and repair of all County judicial and administrative facilities.
These include the Courthouse, J ustice Center, Courthouse Annex, Fire Marshals building, the
Community Supervision and Corrections Department building (Adult Probation), Vista Verde Plaza, the
Elections and Voter Registration facility, the Fleet Maintenance Facility, the Records Management and
Training Center, the Paul Elizondo Tower, the two Parking Garages on Flores Street, and the portion of
the Laredo Street Facility that houses the J ustice of the Peace Office in Precinct 1. Some new additions to
the facilities portfolio include the Adult Detention Center South Annex Facility (formerly known as
Toudouze), the Comal Parking Garage, and the Constable, J ustice of the Peace, and Tax Offices in
Precinct 1 and the Bibliotech.

This division is responsible for the maintenance, pest control services, repair, and minor remodeling of
these facilities. Preventive, diagnostic, and demand maintenance programs are regularly performed on all
equipment, machinery, and systems. The facilities maintained by this division generally operate five days
a week, at least eight hours per day with after hour on-call maintenance support services. This division
also monitors the following contracts for proper compliance: janitorial services, elevator maintenance,
waste disposal, recycling program, water treatment, un-interruptible power supply systems (UPS),
cafeteria concession services, contracted security services, ATM services, uniform services, and
contracted correctional facility services. The proper functioning of these systems helps to ensure the
Countys compliance with state mandates and limits any liability concerns.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Number of Work Orders (Demand and Generated) 34,000 35,700 42,840
Number of Work Orders (Preventive Maintenance) 2,274 2,388 2,400
Building Square Footage Maintained
1,243,530 1,243,530 1,243,530

Number of Work Orders (Demand and Generated) per
FTE 1,675 1,758 1,758
Number of Work Orders (Preventive Maintenance) per
FTE 120 132 156

Percentage of Work Orders Completed (Demand and
Generated) 100% 100% 100%
Number of Favorable Audits by Outside Agencies 2 out 2 2 out of 2 2 out of 2
- COMPANY: 100
288
Appropriations:
FY 2011-12
Actual
FY 2012-13
Budget
FY 2012-13
Estimate
FY 2013-14
Budget

Capital 41,081 0 0 0

Total $3,083,721 $3,277,225 $3,359,522 $3,626,247


Overall, the FY 2013-14 Adopted Budget for the County Buildings Division increases by 8.2 percent
when compared to FY 2012-13 estimates.

The Personnel Services group increases by 15 percent when compared to FY 2012-13 estimates. The
increase is due to the program changes as described below. Full funding is allocated for all employees
in FY 2013-14.

The Travel and Remunerations group increases significantly when compared to FY 2012-13
estimates. Funding is provided for staff to attend training on the Hirsch card access system, which is
used to control and maintain the security access in County Buildings.

The Operational Costs group increases by 3 percent when compared to FY 2012-13 estimates. The
increase is due to an increase in the janitorial contracts and funding for a new service contract to
perform landscaping around the Courthouse, J ustice Center, and Paul Elizondo Tower buildings.
Funding is also provided for six months of rent for the Sheriff's Office Training Academy portable
substation, which was previously expensed from Capital Funds.

The increase is primarily due to funding safety supplies and tools and hardware needed to fix minor
repairs in the Courthouse, J ustice Center, and Paul Elizondo Tower buildings.

The FY 2013-14 Adopted Budget for the County Buildings Division includes the following program
changes:

The first program change is the addition of one Maintenance Mechanic II (NE-06) position.
This position will assist the division with maintaining new facilities, such as the Precinct 1
Satellite Office, Toudouze Warehouse, and Comal Street Parking Garage. The total cost of
this program change is $47,271.

The second program change is the addition of one HVAC Technician III (NE-09). The
County air conditioning, heating, and ventilation systems require a position that has extensive
experience and a higher level of technical skills. Due to the addition of new County-owned
facilities that have been constructed with the latest technology, an HVAC Technician III will
289
provide the Division with advanced knowledge and skills. The total cost of this program
change is $55,146.

The third program change is the addition of one Technical and Contract Compliance Manager
(E-09). The position will oversee the increasing number of countywide services contract,
such as elevator inspections and maintenance, fire alarm, waste disposal services, gas line
inspection and testing contracts. Additionally, the position may provide cost savings to the
County through the negotiation of contracts and verification of invoices. The cost of this
program change is $75,865. It is important to note that this Technical and Contract
Compliance Manager (E-09) position will be frozen until the Facilities and Parks
Management Department fills the position of J ail Superintendent (E-10).

The fourth program change is the deletion of one Administrative Assistant (E-04) and adds
one Project Finance and Department Administrative Lead (E-05). The position will manage
the departmental budget development and oversee execution of all budget processes. The
total cost of this program change is $3,787. Fifty percent of the cost of this program change
will be funded within the General Fund and 50 percent of the cost will be funded within the
Capital Improvement Program Fund.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Administrative Assistant 1 1 0
Building Engineer 1 0 0
Building Monitor 1 1 1
Carpenter 1 1 1
Division Chief County Facilities 0 1 1
Electrician 1 1 1
Electronic Technician II 1 1 1
Exterminator 1 1 1
Facilities Operations Coordinator 1 0 0
HVAC Technician III 0 0 1
Life & Safety Technician 1 1 1
Maintenance Helper 2 2 2
Maintenance Section Chief 1 1 1
Plumber 1 1 1
Project Finance and Department Administrative Lead 0 0 1
Technical and Contract Compliance Manager 0 0 1

Total Facilities Management
County Buildings 26 25 28

290
COUNTY PARKS AND GROUNDS

Program Description: The Facilities and Parks Management - County Parks and Grounds Division is
responsible for the operation and maintenance of County parks and grounds around County-owned facilities.
This division is responsible for landscaping, construction, maintenance, and repair of park structures and
building grounds. The Countys recreational system consists of eleven parks and three civic centers. Staff is
responsible for arranging some services for events in all parks, including handling citizen inquiries and
coordinating security services.

During FY 2011-12, the County began the implementation of its own Park reservation services software
developed in-house by the Bexar County Information Technology Department. Previously, park reservation
services were provided by the City of San Antonio Department of Parks and Recreation through an inter-
local agreement. The County Parks division is responsible for coordinating park planning activities with
outside agencies and boards, and facilitating the application and implementation of grant funded projects.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Number of Inspections Performed Weekly 1,079 1,079 1,079
Total Number of Acres Maintained 481 481 481
Number of Park Visitors 1,450,677 1,475,000 1,500,000

Acres of Maintenance Coverage per FTE 10.93 10.93 10.93
Inspections Completed Weekly per FTE 36 36 36
Avg. Daily Hrs Spent Maintaining Bldg. Grounds per FTE 7.5 7.5 7.5
Avg. Daily Hrs Spent Servicing Parks per FTE 5 5 5

Percentage Increase/Decrease of Park Visitors 2% 4% 2%
Percentage Increase/Decrease of Park Reservations 2.5% 3% 3%
Percentage of Inspections Completed within 7 Days 98% 98% 100%

- COMPANY: 100
291
Appropriations:
FY 2011-12
Actual
FY 2012-13
Budget
FY 2012-13
Estimate
FY 2013-14
Budget

Total $2,126,732 $2,353,308 $2,239,955 $2,289,254


Overall, the FY 2013-14 Adopted Budget for the Parks and Grounds division increases by 2.2 percent
when compared to FY 2012-13 estimates, as described below.

The Personnel Services group increases by 7.9 percent when compared to FY 2012-13 estimates.
Employee turnover resulted in reduced expenditures during FY 2012-13.

The Travel and Remunerations group remains at the same level as FY 2012-13 estimates. Funding is
provided only for mandatory personnel training.

The Operational Costs group decreases by 32 percent when compared to FY 2012-13 estimates. This is
primarily due to expenditures for the Bexar County Games, which were expensed in this budget during
FY 2012-13. This expense will be allocated in the Venue Fund for FY 2013-14.

Sufficient funding is provided for office supplies, uniforms, and safety supplies.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Assistant Park Foreman 1 1 1
Field Maintenance Worker 28 28 28
Gardener 1 1 1
Human Resources Technician 1 1 1
Office Assistant IV 1.5 1.5 1.5
Parks and Ground Foreman 9 9 9
Supply Clerk I 1 1 1
Utility Foreman 1 1 1

Total-Facilities and Parks Management-
County Parks and Grounds 47.5 47.5 47.5

Fifty percent of the Office Assistant IV position is funded in Energy Division and 50% in the County
Parks and Grounds Division

292
ENERGY SERVICES

Program Description: The Energy Management Program (EMP) was created by Commissioners
Court in early 2004 to reduce the Countys overall energy consumption and cost. The goal of the EMP is
to maximize available energy-efficient conservation technologies while utilizing sustainable materials and
approaches in design, construction and operations. The EMP also aims to ensure compliance with the
Energy Conservation and Recycling Policy approved and adopted by the Bexar County Commissioners
Court on October 23, 2007. The Energy Manager serves as a point of contact for all energy related
activities throughout the County.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Total Electricity Consumption (kWh) 49,592,160 49,262,217 49,901,548
Total Natural Gas Consumption (CCF) 482,521 473,981 456,634
Total Water Consumption (Gallons) 184,667,934 181,293,264 178,535,232
Building Square Footage 2,387,934 2,387,934 2,387,934

Consumption of Electricity (kWh) per Square Foot 20.77 20.21 20.19
Consumption of Natural Gas (CCF) per Square Foot 0.20 0.20 0.19
Consumption of Water (Gallons) per Square Foot 77.33 75.92 74.77

Percent Reduction in kWh per Square Foot 2.0% 2.7% 3.4%
Percent Reduction in CCF per Square Foot 2.5% 0.4% 0.7%
Percent Reduction in Gallons per Square Foot 0.5% 1.8% 1.5%

Appropriations:
FY 2011-12
Actual
FY 2012-13
Budget
FY 2012-13
Estimate
FY 2013-14
Budget


Total $4,989,660 $5,585,972 $5,180,609 $5,553,200

- COMPANY: 100
293

Overall, the FY 2013-14 Adopted Budget for the Energy Services Division increases by 7.2 percent
when compared to FY 2012-13 estimates. This is mostly due to Operational Cost increases described
below.

The Personnel Services group is funded at approximately the same level as FY 2012-13 estimates. A
slight increase is due to the Social Security and Medicare accounts.

estimates. The increase in funds will allow the Energy Manager to attend conferences in order to
obtain continued education credits as required to maintain the Leadership in Energy & Environmental
Design (LEED) and Certified Energy Manager (CEM) certifications.

increase is attributed to an anticipated electricity rate increase of 4 percent from City Public Service.
Funding for Centro San Antonio in the amount of $30,000 is also provided within this group.

The Supplies and Materials group increases by 43 percent when compared to the FY 2012-13. The
increase is due to funding books and periodicals pertaining to energy management and sustainable
building practices.



Fifty percent of the Office Assistant IV position is funded in Energy Division and 50% in the County
Parks and Grounds Division

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Energy Manager 1 1 1
Office Assistant IV* .5 .5 .5

Energy Services 1.5 1.5 1.5
294
FORENSIC SCIENCE CENTER

Mission: The mission of the Facilities and Parks Management - Forensic Science Center Facility
Division is to provide the tenants of the Center (and agencies of the Criminal J ustice System) with
reliable, cost-effective, and professional facility services and a comfortable working environment.

Vision: The Bexar County Forensic Science Facility Maintenance Division is committed to providing
quick and reliable solutions to maintain a comfortable and safe environment for all tenants and visitors
who come to the facility. The Division will constantly strive to adopt new and innovative solutions that
will increase the expediency of our work product, decrease costs and decrease the time necessary to
accomplish our tasks. We will maintain excellent relations with the public and members of the Criminal
J ustice System.


Promote public safety and well-being.
Maintain ADA and OSHA standards in the Forensic Science Center.
Automate as many functions as possible to increase the efficiency of the office, without affecting
the quality of services provided.
Maintain a short turnaround time for all services provided by continuously keeping up with the
demands of the tenants.
Encourage enhancements to the Centers service delivery system through continuous
improvement and innovations, including utilization of technological solutions to improve
operations.

Program Description: The Forensic Science Center Facility Division is responsible for scheduling
and overseeing building interior and exterior maintenance; coordinating special projects related to space
planning, cost reductions and analysis of supplier performance; coordinating utility shutdowns to cause
the least disturbance to tenants; and adhering to compliance issues of various local, state, and federal
governing entities. Other responsibilities include: addressing the Criminal Investigation Laboratory and
Medical Examiners Office accreditation requirements in regards to facility issues; implementing and
communicating facilities policies and procedures; and monitoring compliance with procedures throughout
the facility.

FY 2011-12 FY 2012-13 FY 2013-14
Number of Work Orders (Demand Generated) N/A* 225 350
Number of Work Orders (Preventive Maintenance) 125 125 260
Building Square Footage Maintained 49,200 49,200 49,200

Maintenance Cost per Square Foot $6.38 $5.10 $5.10
- COMPANY: 100
295

FY 2011-12 FY 2012-13 FY 2013-14
Effectiveness Indicators: Actual Estimate Budget
Percentage of Work Orders Completed (Demand and
Generated) 100% 100% 100%
Number of Favorable Audits by Outside Agencies 1 out 1 1 out 1 1 out 1
Percentage of Cost Increase/Decrease to Maintain
Square Footage 4.2 % -21% -20%
*This is a new performance measure.

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Personnel Services $27,630 $0 $0 $0

Total $510,797 $488,948 $487,686 $504,108

Program Justification & Analysis:

The FY 2013-14 Adopted Budget increases by 3.4 percent when compared to FY 2012-13 estimates.
The increase is due to the Operational Costs and Supplies and Materials group as described below.

The Operational Costs group increases by 3 percent when compared to FY 2012-13 estimates. This is
due to providing funding for vehicle maintenance, an increase in water rates, and environmental
services.

The FY 2013-14 Adopted Budget provides funding for vehicle fuel or oil, which has not been
previously allocated within this budget. In the past, these charges have been expensed to the County
Buildings Division of the Facilities and Parks Management Department. Maintenance staff is required
to drive to the Forensic Science Center Facility to performance routine maintenance and repairs to the
facility. This will better track expenses associated with the Forensic Science Center.

296
JUVENILE INSTITUTIONS

Program Description: The Facilities and Parks Management - J uvenile Institutions Division is
responsible for the operation, maintenance, and repair of the juvenile detention and administration
facilities located at the Bexar County J uvenile Detention Center Mission Road, Cyndi Taylor Krier
J uvenile Correctional Treatment Facility, the Frank Tejeda J uvenile J ustice Center, and the J uvenile
Probation building. During FY 2009-10, the Mission J uvenile Complex expanded to include a 48-bed
juvenile housing unit, new intake and medical areas, and a gym. Responsibilities include maintenance,
pest control services, repair, and minor remodeling of these facilities. Preventive, diagnostic, and demand
maintenance programs are regularly performed on all equipment, machinery and systems (including
electrical, heating, ventilation, air conditioning, mechanical, and plumbing) to support the safe and
efficient operation of the facilities. This division also monitors the following contracts: janitorial services,
elevator maintenance, garbage disposal, pest control, and water treatment.

The J uvenile facilities operate 24 hours a day, seven days a week, and the administrative related buildings
operate ten hours a day, five days a week. Economic effectiveness, efficient services, and the application
of sound engineering practices to ensure the reliability and effectiveness of all our equipment and utility
systems are part of our Facilities Management Division Goals.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Number of Work Orders (Demand Generated)
17,537 17,537 17,712
11,622 11,622 11,622
Building Square Footage Maintained
422,386 422,386 422,386

Average Number of Days to Complete Demand
Number of Work Orders (Demand Generated) per
FTE 900 900 900
per FTE 611 600 600

Percentage of Work Orders Completed (Demand
Generated) 100% 100% 100%
Number of Favorable Audits by Outside Agencies 1 out 1 1 out 1 1 out 1
Percentage of cost increase/decrease to maintain
square footage -0.3% 0% 0.45%
- COMPANY: 100
297
Appropriations:
FY 2011-12
Actual
FY 2012-13
Budget
FY 2012-13
Estimate
FY 2013-14
Budget

Travel and Remunerations 322 1,000 500 1,000
Capital Expenditures 0 0 0 0

Total $1,588,996 $1,703,092 $1,661,973 $1,693,586


Overall, the FY 2013-14 Adopted Budget for the J uvenile Institutions Division increases by 1.9
percent when compared to FY 2012-13 estimates.

Employee turnover resulted in reduced expenditures during FY 2012-13. Funding is provided to fully
fund all personnel in FY 2013-14.

The Travel and Remunerations group remains funded at the same level as the FY 2012-13 Budget.
Funding is provided only for mandatory personnel training.

The Operational Costs group increases by 1.5 percent when compared to FY 2012-13 estimates.
Additional funding is allocated to the Repairs and Maintenance Buildings account for minor repairs
to the J uvenile Detention Center as requested by the Division.

The Supplies and Materials group decreases by 6.2 percent when compared to FY 2012-13 estimates.
The decrease is due to the Tools and Hardware account, which is funded based on the Divisions
request.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Electronic Technician II 3 3 3
HVAC Technician 2 2 2
Life & Safety Technician 1 1 1
Plumber 1 1 1

Juvenile Institutions 21 21 21

298
FIRE MARSHALS OFFICE

COMMUNICATIONS
DIVISION
INVESTIGATIONS
DIVISION
FIRE MARSHAL
CHIEF FIRE
INVESTIGATOR
ADMINISTRATION
CHIEF FIRE
INSPECTOR

FIRE CODE
DIVISION
CITIZEN CORP
COUNCIL
CERT PROGRAM
WEAPONS OF
MASS
DEST/HAZMAT
TEAM
COORDINATOR

PUBLIC SAFETY
DISPATCHERS

INVESTIGATORS

FIRE PREVENTION
DIVISION

INSPECTORS INVESTIGATORS
EMERGENCY MANAGEMENT
COORDINATOR
299
FIRE MARSHALS OFFICE

Mission: The mission of the Bexar County Fire Marshals/Emergency Management Office
(BCFM/EMO) is to develop, foster, and promote methods of protecting the lives and property of the
citizens of Bexar County from fires, both natural and man-made hazards, and other significant events
through direct coordination and action with other public safety, private, and business communities.
BCFM/EMO coordinates with federal, state, and other local governmental agencies with a focus on
reducing the vulnerability to all natural and man-made hazards by minimizing damage and assisting in the
recovery for any type of incident that may occur.

Vision: The BCFM/EMO acts in accordance with the highest standards of professionalism, efficiency,
integrity and accountability in order to support the mission and goals of Bexar County. We affirm that the
responsibility for providing safety from fire and related hazards must be a cooperative effort, and we
approach our activities in a genuine partnership with fire service, local governments, other Bexar County
departments, regulated fire service industries and the public which we serve. We assure the public and
regulated communities that we are service-oriented and always strive to fulfill the needs of our customers
in a fair and sensible manner. We provide equal opportunity for all employees and quality services which
are accessible to all.


To ensure safety in commercial and public buildings by conducting annual inspections to identify
and reduce fire hazards.
To reduce the incidence of fire loss of life through public fire safety education.
To address concerns of County residents by investigating and addressing complaints related to
fire and life safety issues.
To determine the origin and cause of fires.
To assist in the prosecution of individuals when warranted.
To monitor and provide technical and professional assistance to the volunteer fire departments
under contract with Bexar County.
To coordinate the inter-jurisdictional emergency management plan.
To provide community and emergency responder training and awareness in Weapons of Mass
Destruction and Homeland Security.
To provide emergency response dispatching and communication support to volunteer fire
departments.

Program Description: The Bexar County Fire Marshals Office (BCFM/EMO) consists of the
following functions:

Public Fire Prevention and Education
Public Fire Safety Inspections
Investigation of Fire Safety Complaints
Explosive and Blast Permitting
Fire and Building Code Compliance
Building Plans Review and Permitting
Fire Origin and Cause Determination
Fire/Arson Investigation
- COMPANY: 100
300
Interjurisdictional Emergency Management Plan Coordination
Volunteer Fire Department Contract Administration
Coordinate all County Volunteer Department Activities
Oversee emergency communication dispatching for the Volunteer Fire Departments
Coordinate and facilitate mutual aid agreements with emergency services districts, volunteer fire
departments, municipalities, and the military.
Oversee contract administration for Hazardous Materials Response
Train and equip personnel for Weapons of Mass Destruction response

FY 2011-12 FY 2012-13 FY 2013-14
Number of Annual Fire Inspections 1,576 1,132* 2,500
Number of Cases Filed with the D.A. Office for
Prosecution 41 50 50
Number of Emergency Service Requests Received at
Dispatch
24,498 24,948 25,500

Number of Inspections per Fire Inspector
394 566* 625
Number of Investigations per Investigator 58. 42 30
Number of Dispatcher Calls per Dispatcher
5,444 5,544 5,100


Percentage of citizen complaints closed within 24 hours
N/A** N/A** 90%
Average Number of emergency calls dispatched per
month
2,042 2,079 2,125
* From October 2012 through December 2012, two fire inspector positions were vacant and from January 2013
through April 2013, one fire inspector position was vacant.
** Current computer software does not track this information.

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Capital 0 0 0 $1,675

Total $971,371 $1,060,633 $998,438 $1,059,592

301


Overall, the FY 2013-14 Adopted Budget reflects a 6.1 percent increase when compared to FY 2012-
13 estimates. The increase is primarily due to two program changes as described below.

The Personnel Services group increases by 8.3 percent when compared to FY 2012-13 estimates. The
increase is due to two program changes as described below.

estimates. The FY 2013-14 Adopted Budget funds travel and training for updating and/or maintaining
certifications and licenses for staff.

The Operational Costs group decreases by 4 percent when compared to FY 2012-13 estimates. The
decrease is due to the Repairs and Maintenance Vehicles account as requested by the Office.

The Supplies and Materials group increases by 3.3 percent when compared to 2012-13 estimates. The
increase is due to providing supplies to the new Deputy Fire Marshal position.

The Capital Expenditures group allocates a total of $1,675 for vehicle equipment that will be assigned
to the new Deputy Fire Marshal position.

Two program changes are adopted for FY 2013-14 in the amount of $59,522.

The first program change adds one Deputy Fire Marshal (NE-09) for FY 2013-14. The position
will be assigned to the Fire Prevention & Inspection Section of the Fire Code Enforcement and
Prevention Division and will conduct fire and safety inspections on all commercial, public
accessible, and multi-family residential buildings in the unincorporated area. The total cost of this
position is $85,774. Fifty percent of the total cost will be funded in the Fire Code Fund and 50
percent will be funded in the Fire Code General Fund. The cost includes supplies, such as
ammunition and technology items.

The second program change adds one part-time Public Safety Dispatcher I (NE-05) position in
the amount of $16,635. During FY 2012-13, the Budget Department conducted a Dispatch
Study. As a result of the study, the Budget Department recommended one part-time Dispatcher
position due to the population increase in the unincorporated area. The addition of this position
will also allow two Dispatchers to be on-duty dispatching during peak call time. The total cost
of this program change is $22,413, of which 75% will be funded by the General Fund in the
amount of $16,635 and 25% will be funded in the Fire Code in the amount of $5,778.
302

FY 2011-12 FY 2012-13 FY 2013-14

Chief Fire Investigator 1 1 1
Deputy Fire Marshal 9 9 10
Fire Marshal 1 1 1
Office Assistant I 1 1 1
Public Safety Dispatcher I 5 5 5.5
Public Safety Dispatcher II 1 1 1

Total Fire Marshals Office 19 19 20.5

Authorized Position Funding Allocation:

(1) Chief Fire Investigator funded 87 percent Fire Marshal and 13 percent Fire Code Fund
(5) Deputy Fire Marshal funded 87 percent Fire Marshal and 13 percent Fire Code Fund
(5) Deputy Fire Marshal funded 50 percent Fire Marshal and 50 percent Fire Code Fund
(4) Deputy Fire Marshal funded 100 percent Fire Marshal and 50 Fire Code Fund
(1) Fire Marshal funded 37.5 percent Fire Marshal, 37.5 percent Emergency Mgmt., and 25
percent Fire Code Fund
(1) Office Supervisor funded 45 percent Fire Marshal, 45 percent Emergency Mgmt., and 10
percent Fire Code Fund
(5.5) Public Safety Dispatcher I funded 75 percent Fire Marshal and 25 percent Fire Code Fund
(1) Public Safety Dispatcher II funded 75 percent Fire Marshal and 25 percent Fire Code Fund

303
FIRE MARSHAL -
EMERGENCY MANAGEMENT OFFICE

Mission: The mission is to develop, foster, and promote methods of protecting the lives and property
of the citizens of Bexar County from fires, both natural and man-made hazards, and other significant
events through the direct coordination and action with other public safety, private, and business
communities. The Bexar County Fire Marshals/Emergency Management Office (BCFMO/EMO)
coordinates its activities and functions with federal, state, and other local governmental agencies with a
focus on reducing the vulnerability to all natural and man-made hazards by minimizing damage and
assisting in the recovery for any type of incident that may occur.

Vision: The BCFMO/EMO acts in accordance with the highest standards of professionalism,
efficiency, integrity and accountability in order to support the mission and goals of Bexar County. We
affirm that the responsibility for providing safety from fire and related hazards must be a cooperative
effort, and we approach our activities in a genuine partnership with fire service, local government, other
Bexar County departments, regulated fire service industries and the public which we serve. We assure the
public and regulated communities that we are service-oriented and always strive to fulfill the needs of our
customers in a fair and sensible manner. We provide equal opportunity for all employees and quality
services which are accessible to all.


Coordinate the County inter-jurisdictional emergency management plan and activities.
Provide professional services, support, and oversight to the volunteer fire departments contracted
with Bexar County in Hazardous Materials, Weapons of Mass Destruction, and Community
Emergency Response Training.
Provide citizen training through the Community Emergency Response Training (CERT) program.
Coordinate Community/Private organization response during emergency situations.

Program Description: The Office of Emergency Management provides coordinated management
and utilization of resources during both natural and man-made emergencies. The Emergency Management
Office of the County is housed with the City of San Antonios Emergency Management Division at
Brooks City Base as the Emergency Operations Center (EOC). The EOC is a project that was voted on by
the Citizens of Bexar County during the 2003 City/County Bond Election. The EOC facilitates the entire
Fire Marshals Office during emergency operations as needed.

-COMPANY: 100
304

FY 2011-12 FY 2012-13 FY 2013-14
Number of All-Hazards Responder Training Classes
13 24 25
Number of Community/Volunteer Training Classes
71 65 68

Average Number of Community Partners/Volunteers
Trained per Class
32 19.8 22
Average Number of Responders Trained per Class
20.69 18.75 20

Total Number of Responders Trained 21 19 20
Total Number of Community Partner/Volunteers
Trained
2,277 1,287 1,600

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Capital Expenditures 0 1,500 0 0

Total $463,359 $865,689 $707,343 $756,821


Overall, the FY 2013-14 Adopted Budget increases by 7 percent when compared to FY 2012-13
estimates. This is due to an increase in the Personnel Services group and two program changes as
described below.

increase is due to two program changes as described below.

estimates. The FY 2013-14 Adopted Budget funds travel and training for updating and maintaining
certifications and licenses for staff.
305
The Operational Costs group decreases by 33 percent when compared to FY 2012-13 estimates. The
decrease is primarily due to the Emergency Operations Center contract with the City of San Antonio;
funding will now be captured in the Non-Department General Fund Budget.

The decrease is due to the one-time purchase of tools and hardware that occurred during FY 2012-13.

Two program changes are adopted for FY 2013-14 for a total cost of $85,755.

The first program change transfers funding for one Bexar County Weapon of Mass
Destruction/Hazmat Team Coordinator (NE-08) from Grants-in-Aid to the General Fund in the
amount of $47,761. This position advises and assists the Incident Commander in minimizing and
mitigating the effects of a WMD/Hazmat incident. Grant funding for this position is ending and,
as a result, the position will be funded in the General Fund.

The second program change transfers funding for one Volunteer Services Specialist (NE-06) from
Grants-in-Aid to the General Fund in the amount of $37,994. This position supports the functions
of the Citizen Corps and Community Emergency Response Teams (CERT) as well as the
functions of the Volunteer Operations Center. Grant funding for this position is ending and, as a
result, the position will be funded in the General Fund.

FY 2011-12 FY 2012-13 FY 2013-14

Assistant Emergency Management Coordinator 1 1 1
Bexar County Weapon of Mass Destruction/Hazmat
Team Coordinator 0 0 1
Citizen Corps Council Coordinator 1 1 1
Emergency Management Coordinator* 0 1 1
Emergency Management Specialist 0 1 1
Volunteer Services Specialist 0 0 1

Total - Emergency Management Office 3 4 6

*The Emergency Management Coordinator (T-99) position was created during FY 2011-12.
306
HUMAN RESOURCES
DIRECTOR
HUMAN RESOURCES

HUMAN RESOURCES
MANAGER
COUNTY MANAGER
ASSISTANT COUNTY
MANAGER

CIVIL SERVICE
BENEFIT
ADMINISTRATION

307
HUMAN RESOURCES

Mission: Serving Bexar County, adding value, delivering results.

Vision: Our customers will see Human Resources (HR) as valued partners in making Bexar County the
government of choice. We will be leaders in providing human capital services.

Create and support an environment focused on planning, strategic and innovative thinking,
practical solutions and accountability.
Strengthen Bexar Countys financial position.
Continuously improve business practices.
Attract, develop, motivate and retain a productive and diversified workforce.
Strengthen Bexar Countys Civil Service processes to ensure quick and equitable resolution to
employee grievances.
Accomplish goals in the most cost-effective manner for Bexar citizens.

The Human Resources Division is responsible for the development and administration of County
personnel policies and procedures to assure compliance with the federal and state laws and County
regulations. The HR division: 1) oversees Employee Relations activities 2) administers Bexar County
employee health insurance, including the Employee Wellness Clinic, Family and Medical Leave Act, sick
leave pool, and County-wide training; and 3) oversees the recruitment, examination, and certification
process for employment candidates and administers the Countys Civil Service Program including
providing direct support to the Bexar County Civil Service Commission and the Sheriffs Civil Service
Commission.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Training events provided 78 70 75
Number of applications reviewed 25,200 41,214 45,000
Number of clinic pre-employment physicals 451 580 638

Number of HR staff per 100 employees 0.2 0.3 0.3
Number of new hires processed per FTE 246 313 329
Number of applications reviewed per FTE 8,400 13,738 15,000

Percentage of health plan cost growth 2.0% -0.6% 7%
Percentage of increase/decrease of employee clinic
visits 40% 26% 10%
Percentage of attendees for training 100% 95% 100%
- COMPANY: 100
308
Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $643,084 $1,023,053 $1,007,785 $1,074,531


The FY 2013-14 Adopted Budget increases by 6.6 percent when compared to FY 2012-13 estimates
primarily due an increase in the operational costs appropriation group as described below.

The Personnel Services group decreases by less than one percent when compared to FY 2012-13
estimates. Funding for temporary employees was decreased slightly based on the Departments needs.

The Travel and Remunerations group increases significantly and provides additional training funds for
educational seminars related to employee compensation and benefits.

The Operational Costs group increases significantly as funding is provided for maintenance to support
the Countys applicant/hiring software for the first year. Also, funding is provided for online I-9
verification software.

This increase will provide new furniture and additional office supplies that will be required as the
County conducts its open enrollment for benefits in October and November of 2013.

One program change provides a 5 percent salary adjustment to the Senior Analyst Human
Resources. This position will be required to take on additional responsibility and develop a long-
range compensation program for Bexar County employees.

309
FY 2011-12 FY 2012-13 FY 2013-14

Analyst Human Resources 2 2 2
Assistant County Manager
0
.25 .25
Civil Service Director
1
1 1
Compensation Coordinator 1 0 0
Human Resources Director
1
1 1
Human Resources Manager
0
1 1
Human Resources Technician I
2
3 3
Human Resources Technician II* .5 .5 .5
Human Resources Training and Development Specialist
1
0 0
Office Assistant III
1
0 0
Senior Analyst Human Resources 2 2 2
Senior Analyst Planning and Resource Management 1 1 1

Total - Human Resources 12.5 11.75 11.75

* Fifty percent of the Human Resource Technician II position is funded in Human Resources Department
and 50% in the Self-Insured Health and Life Fund.

310
INFORMATION TECHNOLOGY

Chief Information
Officer
Deputy Chief
Information Officer
Applications
Development
County Integrated
J ustice System
Enterprise
Resource Planning
Enterprise
Data Center
eServices &
Innovative Technology
Technical
Support
311

INFORMATION TECHNOLOGY

Mission: An efficient County government supported by an integrated information environment
created through strong departmental partnerships and provided by a highly trained and diverse
workforce deploying effective technologies.

Vision: To support the mission of Bexar County with high quality, innovative, and cost effective
information and communication technology solutions.

Goal 1: Customer Relations: To earn the trust and confidence of customers.

Objectives:
Establish levels of service that can be supported
Deliver what is promised
Be accountable for actions
Establish customer driven standards and keep customers informed
Involve customers in the prioritization and implementation processes
Evaluate performance against customer expectations

Goal 2: Information Management: To treat information as a critical asset, collecting information
once and using it many times.

Objectives:
Expand existing capabilities to make information easily accessible by County employees and
citizens
Facilitate electronic workflow and electronic data management
Leverage current and future technologies to manage and deliver information
Goal 3: Technology Infrastructure: To have a robust, integrated, and sustainable infrastructure
which is protected and restricts access where appropriate.

Objectives:
Provide County employees with a technology infrastructure that is capable of transmitting and
storing voice, data, and video on demand, protected as necessary
Sustain the longevity of our infrastructure by thoroughly researching and documenting analysis,
development, implementation and assessment efforts
Maximize systems reliability and information availability
Goal 4: Systems Interoperability: To strive to ensure systems and applications meet multiple
needs and serve multiple customers.

Objectives:
Ensure customer system requests optimize solutions to maximize customer base
Identify additional opportunities for systems integration when developing business case
- COMPANY: 100
ACCOUNTING UNIT: 4800, 4802 & 4905

312
analysis for new systems and capabilities
Goal 5: Business Application Investment Decisions: To make sound application investment
recommendations in cooperation with our partners.
Objectives:
Ensure information technology solutions undergo thorough cost and impact analysis prior to
expending fiscal resources
Institute and use a Countywide process to facilitate application investment decisions
Advocate innovation and leading-edge technology when cost effective
Benchmark with best practices

Goal 6: Legacy Mainframe Systems: To maintain legacy mainframe systems as long as they
remain a cost-effective solution.

Objectives:
Continuously examine the cost effectiveness of operating the legacy systems
Exploit commercial off-the-shelf applications where prudent
Goal 7: Our People: Our people are valued; we will treat them with respect and maintain a
professional environment in which to work.

Objectives:
Keep people informed
Establish priorities and set realistic goals
Promote professional growth
Enhance training opportunities
Maintain a positive working environment
Goal 8: Security And Privacy: To ensure the security and privacy of our information resources.

Objectives:
Protect data from unauthorized access and misuse
Protect the physical integrity of the network
Implement procedures for properly storing and maintaining copyrighted software

Goal 9: Training And Support Services: To provide County employees with effective technology
training and support services.

Objectives:
Coordinate the introduction of new technologies including installation, documentation, user
training and help desk preparation
Provide life-cycle support for all County standard products

Program Description: Bexar County Information Technology (BCIT) is responsible for
the development, implementation, and maintenance of technology and communication systems for
the County. BCIT utilizes its resources and technological expertise to develop and operate efficient
and secure communications and computer systems throughout the County. This includes
313
coordinating County technology improvement plans that use new or more effective computer
systems, as well as evaluating the needs of individual Offices and Departments and matching them
with the optimum available communications, hardware or software systems. In this manner, BCIT
assists Offices and Departments in improving their processes and better utilizing their resources.
To facilitate this effort, the Department continually researches new technical developments to
determine their usefulness to the County.

FY 2011-12 FY 2012-13 FY 2013-14

Applications Development

Legacy Software Defects (Fixes) 2,103 1,500 2,000
Enterprise Data Center
Number of Processed Mainframe J obs 216,887 238,264 221,422
E-Services/ Geographical Information Systems
Number of GIS Service Visits
211,106 216,000 205,000
Technical Support
Number of Help Call Tickets
12,839 12,214 19,382

Legacy Software Defects (Fixes) completed
2,103 1,425 2,100

Number of 24/7 Support Calls Taken per FTE
1,685 1,768 1,521
Average Number of Inquires per Visit
12,312 12,841 12,500
Technical Support
Number of Voice/Data Service Calls Closed per
FTE 584 418 672

Percent of Legacy Software Defects (fixes
completed)
100% 95% 95%

Percentage of Security calls closed
100% 100% 100%
Percentage of GIS System Availability
99% 99% 99%
Technical Support
Percentage of Calls Resolved by Help Desk Staff
66% 72% 66%

314
Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Personnel Services
$7,080,628 $7,448,222 $7,208,871 $7,673,330
64,890 159,447 125,640 150,317
Operational Services
755,077 1,095,693 908,325 1,156,891
541,195 675,272 777,891 712,550

Total
$8,441,790 $9,378,634 $9,020,727 $9,693,088


The FY 2013-14 Adopted Budget increases by 7.5 percent when compared to the FY 2012-13
estimates. This is primarily due to an increase in the personnel services, operational services, and
travel and remunerations appropriations as described below.

The increase is due to employee turnover that occurred in FY 2012-13 as well as program changes
as described below.

The Travel and Remunerations group increases by 19.6 percent when compared to FY 2012-13
estimates. Additional funding is provided to train staff on new technologies and projects.

The increase is due to increases in Telephone and Internet Service. The increasing demand for
Video Teleconferencing and County-Wide switches requires additional funding for FY 2013-14.

The Supplies and Materials group decreases by 8.4 percent when compared to FY 2012-13
estimates. This decrease is due to a decrease in the computer supplies line item as requested by the
Department.

The FY 2013-14 Adopted Budget includes five program changes for a total cost of $124,718 as
described below:

The first program change deletes the CHRIS Coordinator (T-99) position in order to fund the
transition of the County Integrated J ustice System (CIJ S) personnel to the General Fund. The
total savings of this program change is $99,962.

The second program change deletes three Analyst Programmer I (E-06) positions for a total
savings of $152,754. These savings will help offset the cost of transitioning CIJ S personnel to
the General Fund.

The third program change adds 6 CIJ S personnel (1-Network Security Administrator, 1-Senior
Software Engineer, 1- Senior Technical Training & Support Specialist, 2- Software Engineers,
and 1- Technical Support Specialist III) in the amount of $409,156. Personnel expenditures
within the County Integrated J ustice System Capital Project are reaching the threshold as stated
315
in the Countys Debt Policy, therefore funding and authorization of a portion of the personnel
budgeted in the CIJ S Project will be transferred to the General Fund.

The fourth program change transfers a Network Architect I (E-07) from the BiblioTech Budget.
The Network Architect I has been involved in the technological implementation and integration
of the BiblioTech site at the Pleasanton Road Facility. The net cost of this transfer is zero.
However, the Bexar County Information Technology budget will decrease by $73,570. The
corresponding increase is presented in the BiblioTech budget narrative.

The fifth program change adds one Mail Courier II (NE-02) for a total cost of $41,848. The
addition of this position will take on the duties associated with the uniformed Sheriff Deputy
who performed the mail courier functions at the Sheriffs Office.


FY 2011-12 FY 2012-13 FY 2013-14

Administration

Chief Information Officer
1 1 1
Deputy Chief Information Officer
1 1 1

Total-Administration
2 2 2


Applications Development Manager
1 1 1
Analyst Programmer I
12 12 9
Analyst Programmer II
14 14 14
Data Security Analyst
1 1 1
Senior Technology Business Analyst
1 1 1
Technology Business Analyst
2 2 2

Total - Applications Development
31 31 28

CIJS
Network Security Administrator
0 0 1
Senior Software Engineer
0 0 1
Senior Technical Training & Support Specialist
0 0 1
Software Engineer
0 0 2
Technical Support Specialist III
0 0 1

Total - CIJS
0 0 6

ABAP Programmer
1 1 1
BASIS Administrator
1 1 1
CHRIS Coordinator
1 1 0
316

FY 2011-12 FY 2012-13 FY 2013-14


CHRIS Support Specialist
3 3 3

Total - CHRIS
6 6 5


Applications Development Coordinator
1 1 1
Asset Control Analyst
1 1 1
Computer Operator
3 3 3
Data Control Clerk
1 1 1
Data Control Supervisor
1 1 1
Database Analyst
3 3 3
Database Administrator
1 1 1
Database Coordinator
1 1 1
Enterprise Data Center Manager
1 1 1
Lead Computer Operator
3 3 3
Mail Courier I
3 3 3
Mail Courier II
1 1 2
Mailroom Supervisor
1 1 1
Media Librarian
1 1 1
Office/Contracts Supervisor
1 1 1
Operations Shift Supervisor
3 3 3
Production Control Analyst
1 1 1
Systems Programmer
3 3 3
System Programming Administrator
1 1 1

Total - Enterprise Data Center
31 31 32

E-services/Geographical Information Systems

E-Government Developer
2 2 2
GIS Database/Systems Coordinator
1 1 1
GIS Manager
1 1 1
GIS Senior Analyst
1 1 1
Senior Technology Training and Support Specialist
1 1 1
Technology Training and Support Specialist
2 2 2
Web Master
1 1 1

Total - Geographical Information Systems
9 9 9

317

FY 2011-12 FY 2012-13 FY 2013-14


Technical Support
Communications Coordinator
1 1 1
Communications Supervisor
1 1 1
Communication Technician
3 3 3
Court Technology Support Specialist
3 3 3
Executive Assistant*
1 1 1
Lead Communication Specialist
1 1 1
Lead Communication Technician
1 1 1
Network Architect I
4 4 3
Network Architect III
1 1 1
Technical Support Coordinator
1 1 1
Technical Support Manager
1 1 1
Technical Support Specialist II
2 2 2
6 6 6
Technical Support Specialist IV
2 2 2
Video Conferencing Systems Manager
1 1 1

Total - Technical Support
29 29 28

Technology Fund

Network Architect I
1 1 1
Network Architect II
1 1 1

Total - Technology Fund
2 2 2

BCIT - TOTAL
110 110 112

318
JUDGE/COMMISSIONERS COURT
BEXAR COUNTY CITIZENS
COMMISSIONER
PRECINCT 1
COMMISSIONER
PRECINCT 2
COUNTY JUDGE COMMISSIONER
PRECINCT 3
COMMISSIONER
PRECINCT 4
SENIOR
EXECUTIVE
ASSISTANT

SENIOR
EXECUTIVE
ASSISTANT

CHIEF OF
STAFF
SENIOR
EXECUTIVE
ASSISTANT

SENIOR
EXECUTIVE
ASSISTANT

EXECUTIVE
ASSISTANT

SENIOR
EXECUTIVE
ASSISTANT

SENIOR
EXECUTIVE
ASSISTANT

EXECUTIVE
ASSISTANT

EXECUTIVE
ASSISTANT

SPECIAL
ASSISTANT
TO THE
COUNTY
JUDGE
COUNTY
MANAGER,
BUDGET OFFICER

EXECUTIVE
DIRECTOR
ECONMOMIC
DEVELOPMENT

PUBLIC
INFORMATION
OFFICER

VENUE TAX
PROJECTS OFFICE

319
JUDGE/COMMISSIONERS COURT

Mission: Our mission is to improve the quality of life for the citizens of Bexar County by providing
services that are appropriate, effective, and responsive in a fair and equitable manner.

Vision: Commissioners Court is committed to providing services with excellence. The people of Bexar
County are our customers and we will treat them with dignity and respect. We will continuously strive to
keep their trust and maintain our credibility. We will empower and support a competent, stable, motivated
workforce dedicated to excellence. We will be accountable to our customers and responsive to their
needs. We will protect and preserve our diverse cultural heritage. We will explore innovative ideas and
services and be accessible to all.


Provide quality services which are accessible to all.
Manage the publics resources with efficiency and integrity.
Promote public safety and well-being.
Encourage flexibility and accountability in all offices and departments.
Create an environment that encourages continuous improvement, innovation, and communication
in County operations.
Use technological solutions to improve operations.
Promote diversity in the workforce.
Value every employee and treat them with respect and fairness.
Develop a highly qualified and dedicated workforce.
Preserve the history and heritage of Bexar County.
Improve community relationships and communications.

Program Description: The Commissioners Court, which is composed of the County J udge and
four Commissioners, is the overall managing/governing body of Bexar County. The County J udge is the
presiding officer of the Bexar County Commissioners Court as well as the spokesperson and ceremonial
head of the County government. The County J udge is elected Countywide for a term of four years. The
Commissioners are elected from four precincts within the County for four year staggered terms. The
Court is responsible for budgetary decisions, tax and revenue decisions, and all personnel decisions
except for certain positions that are either elected or appointed by the judiciary or other statutory boards
and commissions.

- FUND: 100
ACCOUNTING UNIT:
1000, 1010, 1011, 1012, 1013, 1014
320
FY 2011-12 FY 2012-13 FY 2013-14

Number of Contacts
8,250 8,290 8,320
Number of Meetings Attended
1,235 1,185 1,450
Number of Speaking Events Conducted
121 114 120


Percentage of Constituency Responded to in 14
Days
91% 93% 94%
Percentage of Special Projects Completed in 14
Days
92% 91% 94%
Number of Meetings attended per week
(staff/official)
45 50 50

Effectiveness/Outcome Indicators:

Percentage of Constituency Responded to
96% 95% 97%
Special Projects Completed/Implemented
500 500 525

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

County Judge's Office


Total $458,586 $368,709 $375,395 $378,557

Commissioner Precinct 1


Total $265,574 $282,894 $285,530 $282,935

321

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Supplies and Materials 1,115 1,190 949 1,400

Total $264,426 $270,311 $272,172 $275,200



Total $263,668 $275,114 $276,522 $279,427



Total $264,126 $273,398 $274,733 $277,895

Commissioners Court Administration

Operational Costs $0 $14,740 $14,182 $15,100
Supplies and Materials 0 500 426 1,000

Total $0 $15,240 $14,608 $16,100

Commissioners Court Grand Total

Total $1,516,380 $1,485,666 $1,498,962 $1,510,114

322

Overall, the FY 2013-14 J udge and Commissioners Court Adopted Budget reflects a one percent
increase when compared to the FY 2012-13 estimates as described below.

The Personnel Services group stays relatively flat when compared to FY 2012-13 estimates.

The Travel and Remunerations group increased 33 percent when compared to the FY 2012-13
estimates. Funding in this group supports Bexar County Commissioners with mandatory continuing
education requirements for the J udge and County Commissioners.

The Operational Costs group increases by eight percent when compared to the FY 2012-13
estimates. Funding is provided for data processing services, printing and binding, and copier rental.

The Supplies and Materials appropriation reflects an increase of 16 percent when compared to FY
2012-13 estimates, primarily due to additional funding provided for books and periodicals and
general office supplies.

FY 2011-12 FY 2012-13 FY 2013-14
County J udge 1 1 1
Commissioner 4 4 4
Chief of Staff 1 1 1
Assistant to the County J udge 1 1 1
Executive Assistant to the Commissioner 3 3 3
Public Information Officer 1 0 0
Senior Executive Assistant 5 5 5
Special Assistant to the County J udge 1 1 1

Total - Judge/Commissioners Court 17 16 16

323
J UDICIAL SERVICES
DIRECTOR

CRIMINAL
INVESTIGATION
LABORATORY
PRETRIAL
SERVICES
COURT
COLLECTIONS
POPULATION
IMPACT
CONTROL UNIT
APPELLATE
PUBLIC
DEFENDERS
MEDICAL
EXAMINERS
OFFICE
DISPUTE
RESOLUTION
OFFICE
SPECIALTY
COURTS
JUDICIAL SERVICES
324
JUDICIAL SERVICES

Mission: It is the mission of the J udicial Services Department to coordinate and collaborate with
County stakeholders to focus on initiative aimed at improving efficiency in the criminal justice processes.

Vision: To expedite the pretrial and post-trial release and supervision of eligible defendants from
incarceration, and streamline processes in order to reduce the time to indictment and the time to
disposition without compromising community safety.


To provide the J udiciary with needed information and to facilitate the releases of defendants
under appropriate conditions.
To provide supervision strategies that respond appropriately to the risks and needs posed by
released defendants.
To implement and maintain viable cost recovery procedures through the collection of authorized
fees.
To provide a timely process for defendants requesting court appointed counsel in accordance with
the law.
To continue to analyze the Countys indigent Defense Program, identifying improvements or
alternatives and making recommendations to the Criminal District Courts, the County Courts and
Commissioners Court.
To review the status of detained defendants on an ongoing basis to determine if there are any
changes in eligibility for release options.
To provide in-house appellate representation for all qualified indigent appellate cases.
Conduct scientific examinations and analysis on a wide variety of specimens submitted by law
enforcement and present impartial scientific findings and opinions.
Investigate the deaths of all individuals in Bexar County who die suddenly, violently or
unexpectedly to determine the cause and manner of death.
Provide mediation, information/referral and community education as an alternative method to
resolve citizen disputes.
Specialty Courts are to be a humane and cost-effective method to prevent offenders with
substance abuse and mental health problems from re-entering the criminal justice systems.

Program Description: The J udicial Services Department consists of nine divisions: Appellate
Public Defenders Office (APDO), Court Collections (CCS), Criminal Investigation Laboratory, Dispute
Resolution Office, Medical Examiners Office, Population Impact Control Unit (PICU), Pretrial Services
Office (PTSO), Data Analysis and Specialty Courts. The J udicial Services Director provides overall
direction to the departments to include general administrative support, planning, budgeting, training, and
coordination of the daily operations. In addition to the supervision of the departments, the Director is
responsible for coordination and collaboration with the Criminal District Courts, the County Courts at
Law, Court Administration, the Community Supervision and Corrections Department (CSCD), and the
Texas Department of Criminal J ustice.

The Pretrial Services Office (PTSO) is comprised of the Intake Section, which is staffed twenty-four
hours a day/seven days a week, located at the Central Magistration (CMAG) facility and the Adult
- FUND: 100
325
Detention Center (ADC). Intake Services also operates a Court Services Unit at the Courthouse. The
Intake Section interviews individuals eligible for Personal Recognizance (PR) Bonds and provides the
results to Magistrate assigned to the CMAG for release decisions. The section also processes defendants
requesting court appointed counsel. The supervision section provides supervision to those individuals
released on PR Bond and monitors compliance with court ordered conditions on Surety and Attorney
Bonds. Those conditions include Domestic Violence, Ignition Interlock Orders, Drug Testing, Drug
Treatment, Special Needs Unit, Regular Reporting and Global Positioning Satellite (GPS). The Pretrial
Collection Section provides cashiering and collection services for Pretrial fees to include bond fees, drug
testing, GPS, and Ignition Interlock.

The Population Impact Control Unit (PICU) reviews, researches, and troubleshoots jail population listings
to identify inmates ready or eligible for release. The unit will coordinate releasing processes with the
Sheriffs Office, develop and maintain tracking systems to monitor jail population and review all
defendants that were not released on a daily basis to determine if their eligibility status has changed.

The Court Collections Services (CCS) division assists defendants through the post-trial process to collect
fees and set up payment plans. The section aims to increase collections, reduce the number of warrants
issued and the associated costs and, to decrease default rates. They also maximize the collections of court
costs and fines. The program is mandated and monitored by the Texas Office of Court Administration.


FY 2011-12
Actuals
FY 2012-13
Estimates
FY 2013-14
Budget
Pretrial Services
Number of Defendants Interviewed for Personal Bond 13,702 12,714 13,000
Number of Defendants Interviewed and Released on
PR Bond 8.891 7,938 8,000
Number of Defendants Supervised but Released on
Bond Other Than PR Bond 3,231 3.392 3,500
Total Supervision Files Closed 14,135 14,950 15,000
Number of Defendants Closed out due to adjudication 11,325 10,536 10,500
Number of Defendants with Warrants for Failure to
Appear that were under Supervision of Pretrial
Services Office 1,094 622 900
Total Bond Fees Waived $268,442 $230,504 $230,000
Total Bond Fees Collected $426,957 $377,766 $377,000
Total Fees Collected and deposited $1,086,925 $1,096,996 $1,100,000

326

FY 2011-12
Actuals
FY 2012-13
Estimates
FY 2013-14
Budget

Court Collections
Number of Defendants Interviewed for Payment Plans 13,331 16,090 16,300
Criminal District Courts 2,526 3,408 3,500
County Courts 8,825 9,810 9,900
J ustice of the Peace 1,980 2,872 2,900
Number of Defendants per FTE 2,222 2,692 2,700
Number of Defendants Contacted through Auto-Dialer 8,946 16,490 16,500
Revenue Collected Upfront per FTE $21,513 42,738 43,000
Total Court Costs and Fines Collected $7,985,768 $8,177,942 $8,200,00
Collection Rate 48% 58% 60%

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Total $4,179,307 $4,426,326 $4,544,569 $4,624,541


The FY 2013-14 Budget increased 1.8 percent when compared to FY 2012-13 estimates due to
increases in the Personnel Services and Operational Expenses appropriations as described below.

The Personnel Services group increased by 1.3 percent due to turnover experienced in FY 2012-13
that is not anticipated in FY 2013-14 and the program changes as described below.

The Travel and Remunerations group decreased by 24.4 percent when compared to FY 2012-13
estimates due to a decreased need in funding for training in FY 2013-14.

The Operational Costs increases by 5.7 percent when compared to FY 2012-13 estimates. This is
primarily due to funding provided for a 3-year contract at an annual cost of $21,413. This contract will
produce a recidivism study and also includes $36,540 for a new case management system.

The Supplies and Materials group remained relatively flat when compared to FY 2012-13 estimates.

There are six program changes for a total savings of $29,718 for FY 2013-14 as described below.

327
Add one J udicial Services Data Analyst Manager (E-08) and delete one Senior Analyst Planning
and Policies (E-07) for a cost of $1,904. The Data Analyst Manager will be responsible for
planning and conducting organizational performance review studies in the criminal justice system
to improve the utilization of organizational resources.

Add one Population Impact Control Unit Coordinator (E-06) and delete one Pre-Trial Bond
Officer II (NE-06) for a cost of $4,071. The purpose of this is to expand the PICU program in an
effort to keep jail population down.

Add one PICU Coordinator (E-06) and delete one Pre-Trial Supervisor (E-04) for cost of $3,870.
The purpose of this is to expand the PICU program in an effort to keep jail population down.

Add one Administrative Supervisor (E-05) and delete one Pre-Trial Bond Officer (NE-05) for no
cost. One additional Administrative Supervisor is authorized in order to help monitor equipment
inventory, coordinate and train new hires, provide administrative support to the Pre-Trial
Manager, and oversee budgetary accounts.

Performance pay raises for five Pre-Trial Supervisors, two Pre-Trial Lead Supervisors, one Pre-
Trial Manager, and one J udicial Services Deputy Director totaling $27,180. These raises were
paid for by one Pre-Trial Bond Officer II position that was deleted during FY 2012-13.

This program change moves 11 months of salary and benefits, or $66,743, for the Adult Drug
Court/DWI Court Manager into Contingencies pending the outcome of the Specialty Court Study.
The study is assessing the allocation of resources and workload within all of Bexar Countys
Specialty Courts and the outcome has potential budget implications.


FY 2011-12 FY 2012-13 FY 2013-14


Adult Drug Court/DWI Court Manager
0 1 1
Administrative Supervisor
2 1 2
Cashier Clerk 1 1 1
Collections Officer 2 2 2
Collections Officer (Part-Time) 1 1 1
Collections Specialist 6 6 6
Court Collections - J udicial Service Manager 1 1 1
Data Analyst Manager 0 0 1
J udicial Services Director 1 1 1
J udicial Services Deputy Director 1 1 1
Lead Pretrial Supervisor 2 2 2

328

FY 2011-12 FY 2012-13 FY 2013-14


Mental Health Clerk 1 1 1
PICU Coordinator 1 1 3
PICU Manager 1 1 1
Pre-Trial Bond Officer I 16 16 15
Pre-Trial Bond Officer II 19 18 17
Pre-Trial Bond Officer III 14 14 14
Pre-Trial Manager* 1 1 1
Pre-Trial Programs Manager 1 1 1
Pretrial Supervisor* 5 5 4
Program and Training Manager 0 0 0
Senior Analyst Planning and Policies 1 1 0
Re-entry Program Manager 0 1 1

Total 80 80 80

329
- FUND: 100
JUDICIAL SERVICES
APPELLATE PUBLIC DEFENDERS OFFICE

Mission: It is the mission of the Appellate Public Defenders Office (APDO) to provide representation
for indigent appellants accused of criminal acts by ensuring consistent, accountable, highly qualified
professional representation throughout the appellate process.

Vision: Appellate Public Defenders Office envisions all cents being treated with dignity and respect
while striving to earn their trust and maintaining credibility. This includes pursuing all meritorious
claims; and centralizing management of indigent appeals, thereby increasing productivity, efficiency, and
accountability.


Create a basis of institutional knowledge and consistency within the indigent criminal defense
community in parity with the District Attorneys Office.
Provide in-house appellate representation for all indigent appellate cases, except those in which
conflict exists.
Offer one main institution in processing criminal appeals for the County.
Reduce the number of frivolous appeals, thus saving resources involved in filing appeal and
impacting positively on jail population.

The Appellate Public Defenders Office represents all indigent individuals as appointed by trial courts to
include capital murder, felonies, misdemeanors, and juvenile appeals. In addition, the department assists
trial courts in researching case law, working on suggested jury charge language, and occasionally
represents/advises witnesses regarding legal rights (if witness is an appeals client). The appellate process
includes opening briefs, reply brief, and petition for discretionary review in non-capital offenses.
Additionally, the department has significant correspondence with clients, prisons, jails, and the Criminal
District Courts Administration. The Appellate Public Defenders Office acts as a support agency when
the Court of Appeals requires an institution to work out problems processing and efficient administration
of justice in the appellate process. The Appellate Public Defenders Office also reviews appellate rule
changes and makes suggestions and recommendations.

330
Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Travel, Training and Remunerations 400 800 893 1,345

Total $228,963 $415,980 $248,248 $338,964


The FY 2013-14 Budget increased significantly when compared to FY 2012-13 estimates as
described below.

The Personnel Services group increased significantly when compared to FY 2012-13 estimates due to
the program change as described below.

The Travel and Remunerations group increased significantly to provide funding for training and
education for the Public Defenders.

The Operational Costs group decreased by 18.2 percent when compared to FY 2012-13 estimates due
to one-time Contracted Services expenses for software incurred in FY 2012-13.

The Supplies and Materials group increased by 16.7 percent when compared to FY 2012-13 estimates
due to funding being budgeted at FY 2012-13 Budget levels.

The FY 2013-14 Budget includes one program change in the amount of $7,629 as described below.

A Senior Appellate Public Defender (E-13) was deleted and a Chief Appellate Public Defender
Position (E-14) was added. The Texas Code of Criminal Procedures, Art. 26.044 Public
Defenders Office Section (b) 7k (f), states A Public Defenders Office must be directed by a
Chief Public Defender. This add/delete satisfies the statute and has a net cost of $7,629,
including salary and benefit.

331
FY 2011-12 FY 2012-13 FY 2013-14

Chief Appellate Public Defender 0 0 1
Senior Appellate Public Defender 1 1 0
Assistant Appellate Public Defender 2 2 2
Paralegal 1 1 1

Total - Appellate Public Defenders Office 4 4 4

332
JUDICIAL SERVICES-
CRIMINAL INVESTIGATION
LABORATORY

Mission: The mission of the Bexar County Criminal Investigation Laboratory is to provide the citizens
of Bexar County and our customers with comprehensive, impartial, reliable scientific analysis of evidence
by experts skilled in the latest technology in Forensic Science as cost effective and timely as possible
without jeopardizing the quality of work, the integrity of the laboratory, or the principles of justice.

Vision: To be recognized as a leader among Criminal Investigation Laboratories in providing expert
scientific analysis of forensic evidence to support public safety and further the goals of justice.
.


Present impartial scientific findings and opinions to the customer and the Courts.
Provide analytical reports in a timely manner.
Provide cost effective scientific services.
Provide outstanding customer service.
Provide quality services.

Program Description: The Criminal Investigation Laboratory is part of the Community
Resources Department. The laboratory provides technical and analytical expertise in drug identification,
firearm examination, tool mark examination, forensic serology, DNA profiling, and microscopical and
chemical analysis of trace evidence. The Criminal Investigation Laboratory conducts scientific
examinations and analyses on a wide variety of specimens submitted by police agencies and the District
Attorney, such as drugs, firearms, bullets, documents, blood, hair, and fibers. The Criminal Investigations
staff maintains proficiency, audits, certification, and financial reports and information to ensure
operational efficiency and quality assurance. The Forensic Scientist conducts scientific tests, attend
criminal court and testifies. The Director monitors the time it takes to complete a case and prepares,
monitors and approves financial reports. The Quality Assurance Manager monitors proficiency tests,
audits the sections and writes operational procedures.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Number of Requests Completed 4,870 6,500 6,700
Number of Scientific Examinations Completed 26,708 33,638 35,000
Number of Hours Testified 233 104 100
Cost per Exam Completed $72 $61 $57
Cost per Hour Billed $90 $76 $72
Productivity (hours billed/total hours) 63% 71% 75%
Number of cases per FTE 286 342 319
- FUND: 100
333

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Average Days to Complete Submissions
Trace Evidence Section 58 78 50
Drug ID 79 126 55
Firearms-Tool marks 41 38 35
Forensic Biology/DNA 100 97 80

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Total $1,934,528 $2,070,144 $2,121,685 $2,243,352


The FY 2013-14 Budget increased by 5.7 percent when compared to FY 2012-13 estimates as
described below.

The Personnel Services group increased by 6.3 percent when compared to the FY 2012-13 estimates
due to turnover and the addition of two Forensic Scientists positions during FY 2012-13 because of
increased workload within the Forensic Biology/DNA and Drug Identification sections.

The Travel and Remunerations group increased by 4.8 percent when compared to FY 2012-13
estimates due to increased needs for Lodging, Meals, and Transportation.

The Operational Costs group increased 16.2 percent when compared to FY 2012-13 estimates
primarily due to funding provided for new printers and additional computer equipment in FY 2013-
14, and an increase in the cost of maintenance contracts for lab equipment.

The Supplies and Materials group decreased by 7.6 percent when compared to FY 2012-13 estimates
due primarily to Medical Lab and Supplies being budgeted at an amount consistent with previous
years.

There are no program changes for FY 2013-14

334

FY 2011-12 FY 2012-13 FY 2013-14

Crime Laboratory Director
1 1 1
Assistant Crime Lab Director
1 1 1
Crime Lab Specialists
3 3 3
Crime Lab Specialist Supervisor
1 1 1
Forensic Scientist
9 11 11
Forensic Scientist Supervisor
4 4 4
Forensic Technician
1 1 1
Quality Assurance Manager
1 1 1

Total Criminal Investigation Laboratory 21 23 23

335
JUDICIAL SERVICES
MEDICAL EXAMINER

Mission: The mission of the Medical Examiner's Office is to provide the citizens of Bexar County
with accurate scientific determinations of the cause and manner of death of all individuals dying violently
or suddenly and unexpectedly in Bexar County.

Vision: The Bexar County Medical Examiner's Office is committed to providing quality service in the
investigation and certification of deaths falling under the jurisdiction of the Office. The Office will
constantly strive to adopt new scientific methods that will increase the quality of our work, decrease costs
and decrease the time necessary to accomplish our tasks.

Provide state of the art, expert and impartial forensic pathology and toxicology services to the
citizens of Bexar County.
Maintain national accreditation in the rapidly changing field of forensic pathology and forensic
toxicology.
Automate as many functions as possible to increase the efficiency of the Office, without affecting
the quality of services provided.
Provide services in the most expeditious time frame possible without compromising quality.
Maintain a highly qualified, dedicated workforce.

Program Description: The Medical Examiners Office investigates the deaths of all individuals in
Bexar County who die suddenly, violently or unexpectedly to determine the cause and manner of death.
The Medical Examiners Office conducts scene investigations and interviews witnesses, attending
physicians, relatives, and police. Based on the information gathered, a decision is made as to whether the
case is a Medical Examiners case and, if so, whether an autopsy needs to be performed.

Whether an autopsy or an external examination is conducted, the Medical Examiner directs that body
fluids and tissue be removed from the body and analyzed by the Toxicology Unit to determine the
presence or absence of poison, drugs or other chemicals.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Cases Handled by Investigations 10,701 11,732 11,967
Cases Accepted 2,458 2,500 2,550
Autopsies Performed 1,602 1,545 1,576
External Examinations Conducted 783 824 840

- FUND: 100
336

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Efficiency Indicator:
Number of Cases Handled Per Doctor 492 500 425
Number of NAME Autopsy Equivalents per Doctor 360 350 298
Number of Cases Handled Per Investigator 1,070 1,173 1,197
Number of Cases Transcribed Per Transcriber 737 921 805
Average Days to complete an ME Case from onset to
completion, except for toxicology results. 12 35 30
Average Days to complete the Toxicology Report for an
ME Case 20 35 30
Average Days to Transcribe Cases 5 25 5

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Total $4,141,862 $4,407,972 $4,274,992 $4,665,456


The FY 2013-14 Budget increased by 9.1 percent when compared to FY 2012-13 estimates as
described below.

The Personnel Services group increased by 9.2 percent when compared to FY 2012-13 estimates,
due to turnover experienced in FY 2012-13 and program changes as described below.

The Travel and Remunerations group increased significantly when compared to FY 2012-13
estimates due to additional training needed for a new Medical Examiner added in FY 2012-13.

The Operational Costs group increased by 9.2 percent when compared to FY 2012-13 estimates.
Funding is provided to address an increase in biohazardous waste that needs to be disposed of and
an increase in maintenance contract costs.

The Supplies and Materials group increased by 4 percent when compared to FY 2012-13
estimates. Increased Medical and Lab Supplies funding was needed due to new regulations
regarding medical disposal and a new Medical Examiner added in FY 2012-13.

There are five program changes for FY 2013-14 totaling $117,929 as described below.

337
The first program change added one Morgue Specialist (NE-05) for a cost of $43,057,
including salary and benefits. An additional Morgue Specialist was needed due to the
addition of a Medical Examiner in FY 2012-13.

The second program change added one Office Assistant III (NE-04) for a cost of $42,415,
including salary and benefits. The Office Assistant will provide administrative support to the
Medical Examiner that was added in FY 2012-13 and address the corresponding increase in
workload in the Investigations section.

The third program change added two Medical Investigators (NE-10) for a cost of $117,859,
including salary and benefits. These two Medical Investigators will also act as supporting
staff for the Medical Examiner that was added in FY 2012-13.

The fourth program change deleted one Quality Assurance Officer (E-08) for a savings of
$96,282, including salary and benefits. The Quality Assurance Officers job duties were
reallocated to existing staff.

The fifth program change reclassified two Senior Toxicology Chemists (E-07) to Senior
Toxicology Chemists (E-08) for a cost of $10,880, including salary and benefits. This
reclassification was due to the fact that these two positions will be taking on the duties of the
deleted Quality Assurance Officer.

FY 2011-12 FY 2012-13 FY 2013-14
Autopsy Technicians 7 0 0
Chief Autopsy Technician 1 0 0
Chief Medical Examiner 1 1 1
Chief Medical Investigator 1 1 1
Chief Toxicologist 1 1 1
Deputy Chief Medical Examiner 1 1 1
Forensic Technician 1 1 1
Forensic Transcribers 3 3 3
Medical Examiner 3 4 4
Medical Investigator 10 9 11
Morgue Specialist 0 6 7
Morgue Supervisor 0 1 1
Quality Assurance Officer 1 1 0
Senior Medical Investigator 1 2 2
Senior Morgue Specialist 0 1 1

338
FY 2011-12 FY 2012-13 FY 2013-14
Senior Toxicology Chemist 2 2 2
Toxicology Chemist 6 6 6

Total Medical Examiners Office 43 44 47

339
JURY OPERATIONS

CHIEF BAILIFF
DEPUTY J URY BAILIFF
ASSISTANT J URY BAILIFFS
340
JURY OPERATIONS

Mission: To work alongside the court system and Bexar County in providing legally qualified jurors,
keeping cost measures in mind, effectively keeping the jury case load moving steadily, and striving
faithfully to work with the Bexar County Citizens in a professional, compassionate, and understanding
manner.

Vision: We envision the Central J ury Room (CJ R) personnel as the welcome wagon or the initial
welcoming group to Bexar County citizens, as jurors and taxpayers, as they begin their journey into the
Bexar County jury selection process. Throughout the citizens journeys as jurors, the deficiencies in the
jury room, courthouse hallways, and courtrooms are brought to the attention of staff and, if possible,
attended to. Individual strengths and diverse backgrounds of our personnel enable CJ R to interact with
respect and empathy for citizens of the county functioning as jurors. The knowledge and experience that
CJ R staff gains and encounters daily aids in the ability to manage this mandated statutory duty. With this
in mind, CJ R bilaterally works with the Bexar County Information Technology Department, in designing
programs and acquiring efficient technology, under the guidance of Commissioners Court, for a jury
system that will be productive as well as cost efficient.


To keep abreast of innovative concepts and ideas for Bexar County citizens (as jurors and
taxpayers) and the Bexar County Court System, so that cost savings may be realized where
possible.
To continue working with our Community Needs Organization in order to produce program
efficiencies and cost savings in the CJ R.
To keep a primary focus on review of procedures, management studies, reports, and mechanical
units that may be non-productive or inefficient.
To acknowledge and utilize employees individual strengths while maintaining a positive attitude
toward every employee, thereby creating good rapport with Bexar County citizens (as jurors and
taxpayers), the Bexar County Court System, and associated departments.
To maintain and update accurate daily, weekly, monthly, and yearly reports. These reports assist
the department in analyzing and predicting needs of CJ R, allow for adherence to SB 1704, and
are used in requesting reimbursement from State Comptroller.
To have a department vision that enables us to enhance employees work time in a manner that
will amplify productivity and service towards the Bexar County citizens, Bexar County Court
System, and associated departments.

Program Description: J ury Operations coordinates and administers the qualifications,
notifications, exemptions, excuses, selection, service, and compensation of selected Bexar County jurors.
The department consolidates payroll of jurors and processes jury pools for five J ustice of the Peace
Courts, three J uvenile Courts, twenty-five District Courts, fifteen County Courts-at-Law, two Probate
Courts, one Trial Impact Court, one Magistrate Court, and six City Municipal Courts. Bexar County
provides jurors to the City of San Antonios Municipal Court System on an as-needed basis; all additional
costs incurred by Bexar County, including the $6 juror fee for the first day and $36 thereafter, and
expenses associated with the transport of jurors, are reimbursed by the City on a monthly basis. J uror
services sometimes include room and board for selected jurors.

- FUND: 100
341

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Number of J urors Summoned 262,420 260,446 262,702
Number of J urors Appeared 80,041 79,349 80,605
Number of Panels Ordered 2,186 2,024 2,042

Mail Received/Processed per FTE 15,818 14,701 15,950
J urors Processed per FTE 31 30 31
J ury Panels per Year 26 26 26
Wait Time per J uror (Minutes) 5 5 5

Percentage of J uror Pool Utilization 105.97% 104% 105%
Average Time in Delivering Panels to Courts (Minutes) 15 15 15
J uror Appearance Rate 30% 30% 30%

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Travel 0 4,500 4,500 4,283

Total $1,575,526 $1,691,448 $1,761,541 $1,718,818


The FY 2013-14 Adopted Budget decreases by 2.4 percent when compared to the FY 2012-13

The Personnel Services group increases by 3.8 percent when compared to FY 2012-13 estimates due
to the program changes as described below.

The Travel group decreased slightly when compared to FY 2012-13 estimates due to a reduction in
the Training/Cert/Dev- Registration Fees line item at the request of the department.

The Operational Costs group decreases by 5.4 percent when compared to FY 2012-13 estimates due
to funding J ury Pay at previous budget levels.

342
The Supplies and Materials group increases 11.6 percent when compared to FY 2012-13 estimates
due to an increase in the postage line item.

There is one program change in the FY 2013-14 Adopted Budget, which includes the reclassification
of a Central J ury Bailiff (E-07) to a Chief Central J ury Bailiff (E-08). The total cost of this program
change is $10,418. The Chief Central J ury Bailiff is responsible for supplying jurors to 57 different
courts, including the J ustice of the Peace Courts and the Municipal Courts. A slight increase in the
number of summons per year and an expansion of job duties justifies the reclassification.


FY 2011-12 FY 2012-13 FY 2013-14
Assistant J ury Bailiff 6.5 6.5 6.5
Chief Central J ury Bailiff 0 0 1
Central J ury Bailiff 1 1 0
Deputy J ury Bailiff 1 1 1

Total - Jury Operations 8.5 8.5 8.5

343
JUSTICE OF THE PEACE
PRECINCT 1 PLACE 1

COURT MANAGER
COURT
CLERKS
J UVENILE CASE
MANAGER

J USTICE OF THE
PEACE
PRECINCT 1, PLACE 1
LEAD COURT
CLERKS
ASSISTANT COURT
CLERKS
344
PRECINCT 1, PLACE 1

Mission: To promote employee development and adequately staff the Court in order to serve all who
seek the services of the Court.

Vision: To provide quality professional assistance to all who contact this Court and to work with the
school districts to reduce the truancy rate.

Objectives:

To create an environment that provides opportunities and promotes employee development and
safety.
To create policies and procedures, which facilitate more accessible services to our clients.
To strive to set a standard of excellence by granting all persons and parties due process and a fair
opportunity to be heard.
To correctly apply the rules, statutes and common law of the State of Texas.
To continue to work closely with all school districts to reduce the ever-increasing truancy and
dropout rates.
To provide dedicated public service to all Bexar County citizens.

Program Description: The J ustice of the Peace presides over the J ustice Court and Small Claims
Court. The J ustice of the Peace also sits as magistrate for juvenile warnings, felony warrants, and
examining trials. The Courts jurisdiction includes civil disputes and small claims of $10,000 or less, and
criminal cases on Class C misdemeanors of $500 or less, including having sanction power on certain
Class C cases (alcohol, tobacco, and education codes). Class C misdemeanor cases include traffic
violations, minors in possession of alcohol, and disorderly conduct. The J ustice of the Peace handles
forcible detainers (evictions), drivers license suspension hearings, animal cruelty cases, disposition of
stolen property matters and nuisance cases. The J ustice of the Peace also presides over hearings on deed
restrictions. The Office is responsible for collection of fees of the Court, warrant issuance, various types
of civil processes, issuance of summons, assignment and monitoring of community service, and
monitoring compliance of mandatory drug and alcohol rehabilitation classes. In addition, the J ustice of
the Peace conducts hearings, performs marriage ceremonies, serves as a notary public, and handles
truancy cases involving the Thwarting Compulsory Attendance Law and Failure to Attend Law. The
Texas Family Code has authorized transfer of jurisdiction from the J uvenile Courts to the J ustice Courts
for truant children in need of supervision.

The J ustice of the Peace is an elected official. J ustice of the Peace, Precinct 1 has two J ustices, Places 1
and 3. They are elected to four-year terms with Place 1 and 3 serving concurrently.

- COMPANY: 100
345

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Number of Civil Cases Filed 5,604 5,750 5,750
Number of Warrant/Capias Issued 9,504 9,800 9,800

Efficiency Indicators
Civil cases per FTE 1,401 1,438 1,438
Criminal cases per FTE 2,388 2,438 2,438
Revenue Generated per FTE* $213,502 $225,000 $225,000

Percent Change in Cases Filed 13% 10% 10%
Percent Change in Cases Disposed 19% 28% 28%
Percent Change in Warrants Issued -12% 3% 3%

*Includes all revenues collected. A portion of revenues is directed to the State of Texas.

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Total $614,146 $634,906 $641,328 $157,894


346

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

J ustice of the Peace 1 1 1
Assistant Court Clerk 3 3 3
Court Clerk 6 6 6
J ustice Court Manager 1 1 1
Lead Court Clerk 2 2 2

Total Justice of the Peace, Precinct 1 13 13 13

347
PRECINCT 1, PLACE 3

COURT MANAGER
COURT
CLERKS
J UVENILE CASE
MANAGER

J USTICE OF THE
PEACE
PRECINCT 1, PLACE 3
LEAD COURT
CLERKS
ASSISTANT COURT
CLERKS
348
PRECINCT 1, PLACE 3

Mission: To provide the citizens of Bexar County with professional, courteous, timely, and high-
quality service.

Vision: To demonstrate to the citizens of Bexar County the overall efficiency and effectiveness of a
well-operated and organized County government office.

Objectives:

To create policies and procedures which facilitate our services to be more accessible to
customers.
To utilize effective means to collect revenue owed to Bexar County.
To create an environment that provides opportunities and promotes employee development.
To design court procedures to provide assistance to individuals and to provide education of such
policies and procedures.
To provide expeditious court docket management.

examining trials. The Courts jurisdiction includes civil disputes and small claims of $10,000 or less,
criminal cases on Class C misdemeanors of $500 or less, and sanction power on certain Class C cases
(alcohol, tobacco, and education codes). Class C misdemeanor cases include traffic violations, minors in
possession of alcohol, and disorderly conduct. The J ustice of the Peace handles forcible detainers
(evictions), drivers license suspension hearings, animal cruelty cases, disposition of stolen property
matters, and nuisance cases. The J ustice of the Peace also presides over hearings on deed restrictions.
The Office is responsible for collection of fees of the Court, warrant issuance, various types of civil
processes, issuance of summons, assignment and monitoring of community service, and monitoring
compliance of mandatory drug and alcohol rehabilitation classes. In addition, the J ustice of the Peace
conducts hearings, performs marriage ceremonies, serves as a notary public, and handles truancy cases
involving the Thwarting Compulsory Attendance Law and Failure to Attend Law. The Texas Family
Code has authorized transfer of jurisdiction from the J uvenile Courts to the J ustice Courts for truant
children in need of supervision.

The J ustice of the Peace is an elected official. J ustice of the Peace, Precinct 1 has two J ustices, Places 1
and 3. They are elected to four-year terms with Places 1 and 3 serving concurrently.

- COMPANY: 100
349

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Civil cases per FTE 624 655 655
Revenue Generated per FTE 169,042 177,494 177,494

Effective Measures:
Percent Change in Warrants Issued 23% 5% 5%

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Travel, Training and Remunerations 975 1,380 1,428 345

Total $776,683 $736,314 $757,117 $185,305



350
FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Court Clerk Part Time 2 2 2
Court Clerk 5 5 5

Total Justice of the Peace, Precinct 1 Place 3 17 17 17

351
PRECINCT 2

COURT MANAGER
COURT
CLERKS
J UVENILE CASE
MANAGER

J USTICE OF THE
PEACE
PRECINCT 2, PLACE 1
LEAD COURT
CLERKS
ASSISTANT COURT
CLERKS
J USTICE OF THE
PEACE
PRECINCT 2, PLACE 2
352
PRECINCT 2

Mission: To Provide the citizens of Bexar County with a sense of confidence and open access to our
J udicial system in connection with all cases under the jurisdiction of the Court.

Vision: To create a team of well trained, professional staff that will provide uncommon public service
to our citizens and to have an extremely efficient court by use of proactive case management techniques
and the use of technology to expedient our caseload, while providing outstanding service to our citizens.

Objectives:

Open Access: create policies and procedures that facilitate our court being more accessible to our
litigants
Increase training for staff; by investing in our staffs education we will increase the quality of
service we provide to our citizens and litigants
Continued use of technology to increase efficiency and productivity
Pro-active case management techniques to increase productivity and efficiency
Reduce time from case filed to final disposition/judgment
Increase Disposition rate by utilizing proactive case management techniques
Maintain a safe and secure environment for our citizens, litigants and staff
Continue a barrier-free communication environment with all county offices and departments
Maintain a work environment that promotes employee development and growth
Participate in programs within our community whose goals coordinate or overlap with Bexar
County Goals.
Continue to participate and be a resource for new legislation and collaborative efforts for J P
Courts to improve our judicial process.

matters, and nuisance cases. The J ustice of the Peace also presides over hearings on deed restrictions. The
Office is responsible for collection of fees of the Court, issuance of warrants, various types of civil

The J ustice of the Peace is an elected official. Precinct 2 has two J ustices of the Peace, Places 1 and 2,
elected for staggered four-year terms.
- COMPANY: 100
353


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Number of Civil Cases Filed
4,828 4,182 4,500
Number of Criminal Cases Filed
22,648 25,809 29,680
Number of Warrants Issued
4,415 10,381 11,000

Civil cases per FTE
644 558 600
Criminal cases per FTE
3,020 3,441 3,957
Warrants issued per FTE*
589 1,384 1,467

Effective Measures:
Percent Change in Cases Filed
21% 9% 14%
Percent Change in Cases Disposed
12% 56% 0%
Percent Change in Warrants Issued
-33% 135% 0%

*Includes all revenues collected. A portion of revenues is directed to the State of Texas.

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Travel, Training and Remunerations 1,460 1,950 2,101 500

Total $1,130,102 $1,153,920 $1,181,530 $290,361


354

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Court Manager 1 1 1
Court Clerk 8 8 8

Total Justice of the Peace Precinct 2 17 17 17

355
PRECINCT 3

COURT MANAGER
COURT
CLERKS
J UVENILE CASE
MANAGER

J USTICE OF THE
PEACE
PRECINCT 3
LEAD COURT
CLERKS
ASSISTANT COURT
CLERKS
356
PRECINCT 3

Mission: To be the leading Bexar County J ustice of the Peace Court by providing professional,
courteous, and prompt customer service to the citizens of Bexar County, while also furnishing a safe,
equitable and rewarding work environment to our Court Employees.

Vision: To provide excellent service to the citizens of Bexar County in all matters of the justice system
at the J ustice of the Peace level.

Objectives:

To excel in the areas of:
Customer service satisfaction
Customer accessibility to information
Efficiency and productivity
Revenue recovery and collection
Management accountability
Safety and security for customers and employees
Employee training and career development
Caseload management

matters, and nuisance cases. The J ustice of the Peace also presides over hearings on deed restrictions. The
Office is responsible for collection of fees of the Court, issuance of warrants, various types of civil

The J ustice of the Peace is an elected official. J ustice of the Peace, Precinct 3 has one J ustice, elected to a
four-year term.

- COMPANY: 100
357
FY 2011-12 FY 2012-13 FY 2013-14
Number of Warrant/Capias Issued* 5,853 22,109 22,330

Civil cases per FTE 546 502 1,240
Revenue Generated per FTE** $401,527 $326,380 $334,615

Effective Measures:
Percent Change in Cases Filed -1% 1% 1%
Percent Change in Cases Disposed -.72% 1.02% 1%
Percent Change in Warrants Issued -99% 277% 1%

*The Justice of the Peace stopped issuing warrants and civil processes in May 2011.
**Includes all revenues collected. A portion of revenues is directed to the State of Texas.

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Travel, Training, and Remunerations 3,465 2,700 2,200 675

Total $907,497 $986,742 $996,725 $243,364



358
FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Court Clerk 9 9 9


359
PRECINCT 4

COURT MANAGER
COURT
CLERK

J UVENILE CASE
MANAGER
J USTICE OF THE
PEACE
PRECINCT 4
LEAD COURT
CLERK
ASSISTANT COURT
CLERK
360
PRECINCT 4

Mission: To provide excellent court services through efficient and effective case management and
quality customer service.

Vision: We envision J ustice of the Peace Precinct Number Four as a leader in providing accessible and
responsive services to our citizens in a timely, accurate, and customer-oriented manner, while utilizing
technology and our commitment to quality customer service.

Objectives:

Efficiently and effectively process, adjudicate and dispose of cases filed in a timely and lawful
manner.
Create and support an environment that nurtures the development and growth of each staff
member.
Utilize effective means in collection of revenue.
Continue working with citizens and programs within our community whose goals align with
those of Precinct four and Bexar County.
Utilize technology to expand court services.
Implement plans to address the concerns of juvenile crime.

matters, and nuisance cases. The J ustice of the Peace also presides over hearings on deed restrictions.
The Office is responsible for collection of fees of the Court, issuance of warrants, various types of civil

The J ustice of the Peace is an elected official. J ustice of the Peace, Precinct 4 has one J ustice, elected to a
four-year term.

- COMPANY: 100
361

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Civil cases per FTE 1,341 1,508 1,350
Revenue Generated per FTE $343,905 $378,295 $378,295

Effective Measures:
Percent Change in Warrants Issued 6% 10% 10%

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Travel, Training and Remunerations 1,678 3,649 1,243 950

Total $759,555 $884,652 $848,458 $227,236



362

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Court Clerk 7 7 7


363
JUVENILE
CHILD SUPPORT PROBATION

J uvenile Board
Chief
Probation
Officer

Administration

Supervision
Child Support
Manager

J ail Intervention
364
- COMPANY: 100
JUVENILE
CHILD SUPPORT PROBATION

Mission: To promote the rehabilitation and well-being of offenders and their families by redirecting
behavior with an emphasis on individual responsibility and the protection and safety of the community.

Vision: We envision the Bexar County J uvenile Probation Department as a leader in promoting the
rehabilitation and well being of offenders and their families. The J uvenile Probation Department vision is
to be in the forefront of redirecting behavior with an emphasis on the protection and safety of the
community and the well-being of the child.


Improve staff to juvenile ratio in the Mission Road Detention Center and the Cyndi Taylor Krier
Treatment Center.
Create a database to evaluate the performance of agencies/programs with whom we contract.
Aggressively seek new sources of funding, public and private, to fund new, creative programs
and initiatives.
Increase, at Intake, the use of advice, counsel and release option, when appropriate, in order to
decrease the number of cases referred to other Early Intervention Units.
Increase the school attendance rate of youth served through the School Based Unit.
Increase the percentage of child support probationers making regular payments.
Electronically transmit information required by Texas J uvenile Probation Commission.
Develop a plan to obtain an alternative information system that would integrate all departmental
applications and maintain an interface with the J uvenile Information Management System
(J IMS).
Develop and/or revamp the current J IMS to provide better information to the department and
other officials.

Program Description: The Bexar County J uvenile Child Support Probation Division monitors
and enforces child support payment responsibilities of individuals referred to the division by the courts.
Counseling regarding personal responsibility and employment is provided during orientation classes and
monthly in person reporting. The division reports payment compliance to the courts and the State
Attorney Generals Office. Partial funding for the division is provided by the State Attorney Generals
Office through an annually negotiated contract with the County being paid a flat fee per case.


FY 2011-12 FY 2012-13 FY 2013-14


Total Number of Probationers Reporting
6,162*** 5,700*** 5,757
Number of Probationers Scheduled for Orientation
Class 120* 156** 157
Number of Probationers Who
Attended/Completed Orientation Class 96* 133** 134
365

FY 2011-12 FY 2012-13 FY 2013-14


Average Caseload Per Child Support Probation
Officer Per Month 185 181 183
Average Number Probationer Reports By Case 514*** 475*** 480
Average Number Of Court-Ordered Probation
Cases Opened Per Month 26 32 33


Percent of Probationers Making A Child Support
Payment 73% 72% 73%
Percent of Probationers Who
Attended/Completed Orientation Class 80% 85%** 85%
Total Child Support Funds Collected
$4,034,301 $4,000,000 $4,040,000
Percent of Child Support Funds Collected 69% 69% 70%

*FY11-12: Started classes every other month beginning December 2011; these numbers represent 7 classes
**FY12-13: Resumed monthly classes January 2013; numbers will represent 10 classes
***This category was calculated by manual computation thru July 2012; automated report initiated August 2012

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Total $615,452 $653,676 $655,650 $634,574


The FY 2013-14 Adopted Budget for J uvenile Child Support Probation decreases by 3.2 percent
when compared to FY 2012-13 estimates.

The Personnel Services group decreases by 3 percent when compared to the FY 2012-13
estimates. Funding for this appropriation is based on the Departments requests for FY 2013-14.

The Operational Costs group decreases significantly when compared to the FY 2012-13
estimates. Funding is for this appropriation is based on the Departments request for FY 2013-14.


366

FY 2011-12 FY 2012-13 FY 2013-14


Assistant Unit Supervisor 1 1 1
Child Support Probation Officer 5 5 5
Child Support Probation Supervisor 1 1 1
Child Support Program Aide 1 1 1
Child Support Senior Probation Officer 1 1 1
J ail Intervention Probation Officer-Assessment 1 1 1
J ail Intervention Probation Officer- Supervision 1 1 1

Total - Juvenile - Child Support Probation 11 11 11

367
JUVENILE -
INSTITUTIONS

J uvenile Board
Chief Probation
Officer
Institutions Security
- Mission
Institutions Security
- Krier
368
JUVENILE - INSTITUTIONS

Mission: Our mission is to create and maintain a safe and secure atmosphere in which to provide a
program that is healthy for the body, mind, and spirit of each child in our care.

rehabilitation and well-being of offenders and their families. The J uvenile Probation Departments vision
is to be in the forefront of redirecting behavior, with an emphasis on the protection and safety of the


Increase consistency across the various shifts in the J uvenile Detention Center and Cyndi Taylor
Krier J uvenile Correctional Treatment Center.
Increase juvenile compliance with the treatment level system.
Improve staff to juvenile ratio in compliance with the Texas J uvenile Probation Commission
(TJ PC) standards.
Develop reality-based training curriculum.
Decrease the number of serious incidents by 5 percent.
Decrease the number of physical restraints by 5 percent.

Program Description: The Bexar County J uvenile Probation Institutions Division is comprised of
two facilities; one pre-adjudication facility, the Bexar County J uvenile Detention Center, and one post
adjudication facility, the Cyndi Taylor Krier J uvenile Correctional Treatment Center.

The J uvenile Detention Center, located at 600 Mission Road, has the responsibility of maintaining a safe
and secure environment for youth placed in the facility. As indicated in the Mission Statement, emphasis
is placed on providing an educational program that will assist the youth in continuing their education
upon release, providing nutritious meals and physical recreation to improve their health, and offering
access to counseling and religious services. The Detention Center has 264 beds separated into nineteen
dorms. Youth detained at the Center complete an orientation process to determine the dorm in which they
can best function. Supervision of youth is provided by certified J uvenile Detention Officers. Detention
Officers ensure that juveniles are safe and secure, that they participate in Center activities, and that
structure and guidance is provided for youth during their stay in detention.

The Krier Center is a secure, long-term, post-adjudication residential treatment facility. It has a capacity
of 96 beds separated into eight individual units with twelve beds each. The facility is unique in the
manner in which it combines treatment, correctional, educational and medical components to provide
juveniles a comprehensive array of services. Individual, group, and family counseling is provided by eight
licensed masters level counselors. Each counselor is assigned a unit of 12 youth as their caseload.
Probation officers, counselors, treatment officers, teachers, medical staff, the youth and their families take
part in the creation and development of individual treatment programs. The treatment component is
managed by the Centers Clinical Director. Psychiatric consultation is provided through a contract with
psychiatrists with the University of Texas Health Science Centers Division of Child and Adolescent
Psychiatry. They provide medication management and valuable input regarding treatment plans.

- FUND: 001
AGENCY: 353
COMPANY: 100
ACCOUNTING UNIT: 4110, 4111, & 4112
369

FY 2011-12 FY 2012-13 FY 2013-14

Mission Road


Number of J uveniles Detained 2,304 2,340 2,403
Average Daily Population 135 134 142
Peak Population 153 167 164


Number of Total Incidents 3,378 4,084 3,639
Number of Violent Incidents J uvenile to Staff 557 570 495
Number of Visits 15,067 15,548 15,266


Percent Change in J uveniles Detained
-10.00% 2.00% 3.00%
Percent Change in Total Incidents
-2.00% 21.00% -11.00%
Percent Change in Visits
-7.00% -3.00% 5.00%

Krier


Number of J uveniles Placed 99 118 120
Average Daily Population 79 77 84
Peak Population 85 81 84


Number of Total Incidents 2,046 1,833 1,803
Number of Violent Incidents J uvenile to Staff 345 244 266
Number of Individual Counseling Sessions 3,629 3,956 3,852


Percent Change in J uveniles Placed
-11.00% 15.00% 2.00%
Percent Change in Violent Incidents J uvenile to Staff
69.50% -29.00% 9.00%

370
Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Personnel Services $14,053,354 $ 14,497,717 $ 14,637,738 $ 14,957,286
Operational Costs 1,121,126 971,190 1,164,175 956,621
Capital Expenditures 48,138 13,121 6,658 13,121

Total $15,627,633 $15,933,259 $16,249,839 $16,356,431


The FY 2013-14 Adopted Budget for J uvenile Institutions increases by less than 1 percent when
compared to FY 2012-13 estimates. Funding is provided at approximately the same level as the
FY 2012-13 budgeted amount. Funding for FY 2013-14 is also allocated based on the
Departments budget requests.

The Personnel Services group increases by 2.2 percent when compared to the FY 2012-13
estimates. This is primarily due to the Salary Temporary account. Funding for this appropriation
is based on the Departments requests for FY 2013-14.

The Operational Costs group decreases by 18 percent when compared to the FY 2012-13
estimates. This is primarily due to the Printing and Binding account, which was funded based on
the Departments request for FY 2013-14.

estimates. This is due to the Books and Periodicals, Food Expense, and Office Furniture accounts,
which was funded based on the Departments request for FY 2013-14.

The Capital Expenditures group increases significantly when compared to the FY 2012-13
estimates. Funding is provided for upgrading archive time and analog cameras to the existing
Video System at the Bexar County J uvenile Detention Center and Cyndi Taylor Krier J uvenile
Correctional Treatment Center.


371
FY 2011-12 FY 2012-13 FY 2013-14
Institutions Security - Mission

Detention Assistant Superintendent 1 1 1
Detention Recreation Coordinator 2 2 2
Detention Shift Team Leader 9 9 9
Detention Superintendent 1 1 1
J uvenile Detention Officer I 118 118 118
J uvenile Detention Officer II 56 57 57
J uvenile Detention Officer III 8 8 8
J uvenile Detention Shift Supervisor 4 4 4
Laundry Worker 3 3 3
Main Control Technician 13 13 13
Transportation Supervisor 1 1 1
Shift Team Leader 0 2 2
Total Detention Security-Mission 216 219 219

Institutions Security - CTK

Campus Coordinator 4 5 5
Clinical Director 1 1 1
Clinical Program Coordinator 0 1 1
Clinical Unit Supervisor 1 1 1
Corrections Superintendent 1 1 1
Detention Assistant Superintendent 1 1 1
J uvenile Corrections Unit Supervisor 4 4 4
J uvenile Counselor II 9 8 8
Research Specialist (part-time) 1 1 1
Residential Treatment Officer I 75 86 86
Residential Treatment Officer II 23 27 27
Residential Treatment Officer III 8 8 8
Total Detention Security - CTK 128 144 144

Total - Juvenile - Institutions 344 363 363

372
JUVENILE PROBATION

J uvenile Board
Chief Probation
Officer
Administration
Division
Probation
Services
Division
Administrative
Support
Division
373
JUVENILE PROBATION

Mission: To promote the rehabilitation and well-being of offenders and their families by redirecting
behavior with an emphasis on individual responsibility and the protection and safety of the community
and to support the J uvenile Courts under Title III of the Texas Family Code.

rehabilitation and well-being of offenders and their families. The J uvenile Probation Departments vision
is to be in the forefront of redirecting behavior with an emphasis on the protection and safety of the


Improve the staff-to-juvenile ratios compliance in the Detention Center and Cyndi Taylor Krier
J uvenile Correctional Treatment Center.
Create a database to evaluate the performance of agencies/programs with whom we contract.
Aggressively seek new sources of funding, public and private, to fund new and creative programs
and initiatives.
Ensure that available resources are used effectively and efficiently.
Increase, at Intake, the use of advice, counsel and release option, when appropriate, in order to
decrease the number of cases referred to other Early Intervention Units.
Increase the school attendance of youth served through the School Based Unit.
Increase the percentage of child support probationers making regular payments.
Electronically transmit information required by the Texas J uvenile Probation Commission.

Program Description: The Bexar County J uvenile Probation Department is comprised of three
divisions performing functions to meet the departmental goals.

The Administration Divisions responsibilities include Community Service Restitution, Victims
Assistance, Volunteers in Probation, and the Ropes/Challenge programs. These programs provide
resources and support to help juvenile offenders to complete their court-ordered probation conditions or
deferred prosecution contracts.

The Probation Services Division consists of general field units and specialized units. The field units are
responsible for performing pre-adjudication and post-adjudication services to juveniles who have been
arrested and/or referred to the J uvenile Probation Department for Intensive Supervision (Felony and
Specialized). The specialized units deliver a broad array of programs including the Diversion, Rural
Youth/School Based Units, and Residential Services. These units are responsible for providing early
intervention services to juveniles who have been arrested and referred to the Bexar County J uvenile
Probation Department. Generally, the younger, first-time offenders receive services in a diversion setting.

The Administrative Support Division is the overhead function of the Bexar County J uvenile Probation
Department. In addition to senior management this division includes the Human Resources Office,
Clerical, Records Management, Information Management, Fiscal Office, Reimbursement Office, and
Facilities Management Services.

- FUND: 001
AGENCY: 353
- COMPANY: 100
374

FY 2011-12 FY 2012-13 FY 2013-14


Number of Referrals
7,676 6,991 7,110
Number of Children Placed on Formal Probation
780 710 717
Number of Children Placed in Contract Care
119 112 114


Number of Texas Youth Commission Commitments
65 47 48
Number of Successful Releases from Contract Care
102 93 96
Average Aftercare Case Load
90 58 59


Percent of Youths Completing Field Probation
84% 92% 92%
Percent of J uveniles Successfully Released from

Contract Care and not Readjudicated (6 months)
82% 75% 77%
Number of Cases which Successfully Completed

Deferred Prosecution
1,125 1,025 1,040

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Interfund Transfer 140,939 188,238 188,238 188,238

Total $12,043,952 $12,014,637 $12,789,556 $ 13,033,787


The FY 2013-14 Adopted Budget for J uvenile Probation increases by 8.5 percent when compared
to FY 2012-13 primarily due to the Travel and Remunerations group and two program changes as
described below. Funding is allocated based on the Departments requests for FY 2013-14.

The Personnel Services group increases by less than 1 percent when compared to the FY 2012-13
estimates. This increase is primarily due to the Salary Temporary account. Funding for this
appropriation is based on the Departments requests for FY 2013-14.

estimates. Funding for this appropriation is based on the Departments request for FY 2013-14.

375
The Operational Costs group increases by 9 percent when compared to the FY 2012-13 estimates.
This is primarily due to the Public Notices and Transporation Services accounts, which is funded
based on the Departments request.

estimates. This is due to the Books and Periodicals, Food Expense, and Office Furniture accounts,
which was funded based on the Departments request.

Two program changes are adopted for FY 2013-14:

The first program change transfers funding for one Access Coordinator (E-05) from the
Office of the Attorney General grant - DRO to the General Fund in the amount of
$58,186. Grant funding for this position is ending and, as a result, the position will be
funded in the General Fund.

The second program change transfers funding for one J uvenile Probation Officer (NE-07)
from the J ustice Assistance Grant for the Intake/Court Office to the General Fund in the
amount of $49,163. Grant funding for this position is ending and, as a result, the position
will be funded in the General Fund.

FY 2011-12 FY 2012-13 FY 2013-14
Administration

Aftercare Program Specialist 1 1 1
Challenge/Ropes Program Officer 4 4 4
Community Development Coordinator 0 1 1
Community Service Restitution Lead Specialist 1 1 1
Community Service Restitution Specialist 5 5 5
Community Service Restitution Specialist (p/t) 2 2 2
Education Manager 1 2 2
Employment & Educational Guidance Supervisor 0 1 1
Internship Supervisor 1 1 1
J uvenile Programs Specialist 1 1 1
Mental Health Services Assessment Manager 1 1 1
Office Assistant II 12.5 11.5 11.5
Program Aide 5 5 5
J uvenile Records Clerk 5 5 5
Special Services Supervisor 1 1 1
Staff Psychologist 1 0 0
Victim Services Specialist-20 hrs 0.5 0.5 0.5
376

FY 2011-12 FY 2012-13 FY 2013-14
Victim Services Supervisor 1 1 1
Vocational & Employment Services Supervisor 1 0 0
Total - Administration 52 52 52

Probation

Access Coordinator 0 0 1
Accreditation & Training Officer 0 1 1
Assistant Unit Supervisor 18 18 18
Intake Technician 1 1 1
J uvenile Probation Officer 33 33 34
J uvenile Unit Supervisor 12 11 11
Mental Health Services Transition Coordinator 1 1 1
Mental Health Services Senior Probation Officer ICS 1 1 1
Residential Placement Officer 18 18 18
Residential Placement Unit Supervisor 1 1 1
Senior Probation Officer 19 19 19
Total - Probation 104 104 106

Administrative Support

Accreditation and Training Manager 1 1 1
Accreditation & Training Officer 1 1 1
Asst Ch Probation Officer/General Counsel 1 1 1
Chief J uvenile Probation Officer 1 1 1
Clerical Office Supervisor 1 1 1
Contract and Legal Support Attorney 1 1 1
Contract Coordinator 1 1 1
Court Order Clerk 1 1 1
DCPO Early Intervention & Ed Services 1 1 1
DCPO Field Services 1 1 1
Deputy Chief Probation Officer Institutions 1 1 1
Director of Finance and Admin Svcs. 1 1 1
Director of Mental Health Services 1 1 1
Enrichment Program Coordinator 1 1 1
Fiscal Technician 1 1 1
Information Manager 1 1 1
Information Resource Supervisor 0 1 1
Investigator 1 1 1
J uvenile Personnel Technician 1 1 1
377

FY 2011-12 FY 2012-13 FY 2013-14
J uvenile Resource Specialist 1 1 1
J uvenile Resource Supervisor 1 0 0
Lead Court Order Clerk 1 1 1
Project Manager 1 1 1
Reimbursement Specialist 3 3 3
Reimbursement Supervisor 1 1 1
Standard and Compliance Analyst 2 2 2
Standards Compliance Manager 1 1 1
Statistical Analyst 1 1 1
Supply and Fixed Asset Specialist 2 2 2
Total - Administrative Support 35 35 35

Total - Juvenile Probation 191 191 193

378

JUVENILE DISTRICT COURTS

COURT
REPORTER
COURT
COORDINATOR
ASSOCIATE
J UDGE
COURT
REPORTER
436
TH
DISTRICT J UDGE
COURT
COORDINATOR
OFFICE ASSISTANT II
J UVENILE DISTRICT
COURTS
ADMINISTRATOR
DISTRICT COURTS STAFF
ATTORNEY
ADMINISTRATIVE SUPERVISOR
COURT SUPPORT SPECIALIST
COURT
COORDINATOR
ASSOCIATE
J UDGE
COURT
REPORTER
289
TH
DISTRICT J UDGE 386
TH
DISTRICT J UDGE

ASSOCIATE
J UDGE
379
JUVENILE DISTRICT COURTS

Mission: The J uvenile District Courts will fairly administer justice in all cases that properly come
before them, while disposing of cases in a timely and efficient manner. The staff will provide immediate,
accurate, and beneficial support to the J uvenile District Courts, and citizens who request assistance.

Vision: J uvenile District Courts are leaders that provide all citizens of Bexar County who are involved
in the J uvenile J ustice system with efficient, appropriate, and equitable court services. The administrative
staff is devoted to developing and maintaining innovative, state-of-the-art support and assistance for the
J uvenile District Courts and the citizens of Bexar County whom they serve. The Courts strive to promote
quality communication between our courts and all other County departments, while insuring that justice is
carried out in the most effective and efficient manner possible.


Provide high quality staff-support.
Facilitate the functions of other court staff to assist in their productivity.
Handle the administrative duties of the courts in an effective manner.
Disseminate and communicate all information integral to the effective and efficient performance
of the courts.
Prepare legally correct jury instructions in a timely manner.
Provide the highest possible level of court services to juveniles and other interested parties.
Protect the rights of victims of crime.
Dispose of cases in a timely manner.

Program Description: The J uvenile District Courts have three statutorily mandated J uvenile
District Courts. The Courts function with three J udges and three full time Associate J udges. These courts
adjudicate all cases involving juveniles under 17 years of age who are charged with felony or
misdemeanor offenses. The staff processes court appointments of defense attorneys for indigent juvenile
respondents, schedules interpreters, prepares jury charges, and distributes legal notices to all necessary
parties. In addition to determining if juveniles are in need of supervision or have committed delinquent
conduct, the juvenile courts also may certify juveniles for transfer to adult criminal court. The Courts also
receive and respond to orders directed to the J uvenile District Courts from the Court of Criminal Appeals.
The staff also prepares the budget for the J uvenile District Courts while providing proper and efficient
case flow management for the Courts.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Number of New Petitions Filed 2,803 3,300 3,795
Number of Cases Disposed 2,473 2,970 3,475
Detention Hearings Conducted 3,672 4,302 4,947
Number of Families Interviewed for Indigence 2,532 2,898 3,275

- FUND: 100
380

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Average Number of Cases Pending per Month 486 494 504
Average Number of Dispositions per Month 206 222 238
Families Interviewed per FTE 633 725 819

Percentage of Total Cases Disposed in Year 88% 90% 91%
Percentage of Cases Disposed of in Less than 60
Days 87% 87% 87%

Appropriations:

FY 2011-12
Actuals
FY 2012-13
Budget
FY 2012-13
Estimates
FY 2013-14
Budget

Total: $580,659 $558,752 $582,471 $588,086

Total: $762,852 $757,533 $686,671 $685,895

District Court 386
th
(3802)

Total: $677,051 $755,569 $713,069 $704,821

381

FY 2011-12
Actuals
FY 2012-13
Budget
FY 2012-13
Estimates
FY 2013-14
Budget
District Court 436
th
(3803)

Total: $671,988 $733,257 $649,225 $692,692

Juvenile District Court Grand Total $2,692,550 $2,805,111 $2,631,436 $2,671,494


The FY 2013-14 Adopted Budget increases by 2 percent when compared to FY 2012-13 estimates as
described below.

The Personnel Services group remains relatively flat when compared to FY 2012-13 estimates. All
authorized positions are fully funded.

The Travel and Remunerations group increases significantly when compared to FY 2012-13 estimates
due to funding provided at the same level as FY 2012-13.
The Operational Costs group increases by 49.4 percent when compared to FY 2012-13 estimates due
to the replacement of two printers and the addition of the Cross-Over Youth Docket held in District
Court 436
th
. The Cross-Over Youth Docket combines the childs CPS case with the J uvenile
Delinquency case.
The Supplies and Materials group increases by 9.6 percent when compared to FY 2012-13 estimates
due to an increase for replacing and upgrading office supplies.
The Court Appointed Attorney group increases by 1.3 percent when compared to FY 2012-13
estimates. Additional funding is provided in anticipation of the addition of the Cross-Over Youth
Docket.

382
FY 2011-12 FY 2012-13 FY 2013-14
Court Coordinator 3 3 3
Court Interpreter I 1 1 1
General Administrative Counsel 1 1 1
J udge 3 3 3

Total - Juvenile - District Courts 23 23 23

383
MANAGEMENT AND FINANCE

ASSISTANT COUNTY
MANAGER
MANAGEMENT AND
FINANCE
RISK
MANAGEMENT
GRANTS

COUNTY MANAGER
BUDGET DIRECTOR

ADMINISTRATIVE
SERVICES
384
MANAGEMENT AND FINANCE

Mission: To strengthen the Countys strategic and financial position through debt management,
revenue maximization, strategic planning, business process improvement and risk management.

Vision: Our customers will see the Management and Finance Department as valued partners in making
Bexar County the leader and best practice model for management and financial services.


To provide efficient and effective administrative services to all offices and departments.
To effectively manage the Countys Debt and Investment portfolios to ensure opportunities for
savings and increased investment revenue.
To prevent injuries, protect the Countys assets and emphasize workplace safety.


The Management and Finance Services Department is responsible for cost analyses, debt service
schedules, economic analyses, and investment plans. The Department will make recommendations to
management on appropriate courses of action to improve organizational performance and increase
operational efficiency. This Department will be called upon in a consultative capacity to assist County
managers in exploring and seeking new opportunities to reduce operating costs and increase revenue
generation. In addition, the Department will continue to provide special studies/projects including
conducting organizational reviews, jail population analyses, and management studies as directed by
Commissioners Court. Finally, the Department administers the Countys risk management program to
include managing the Countys insurance programs, workers compensation and workplace safety.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Investment Portfolio $793 M. $1.2B. $980 M.
Total Debt Issued $263 M. $567 M. $48 M.

Average Number of Trades Executed per Quarter 16.5 20 24
Countys Bond Rating AAA AAA AAA

Percentage of Capital/Roads Program Funded 86% 100% 72%
Percentage of Investment Income to Gen. Fund Rev 0.7% 0.6% 0.7%

-COMPANY: 100
385
Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $851,008 $565,961 $594,227 $537,244


The FY 2013-14 Adopted Budget decreases by 9.6 percent compared to FY 2012-13 estimates. This
decrease is primarily due to the personnel services appropriation as described below.

The Personnel Services group decreases by 9.2 percent compared to FY 2012-13 estimates. During
FY 2012-13, the Management and Finance Director position was deleted. The FY 2012-13 Adopted
Budget fully funds the remainder of the Management and Finance positions.

The Travel and Remunerations group remains flat when compared to FY 2012-13 estimates.

The Operational Costs group decreases significantly due to the one-time purchase of technology in FY
2012-13 that will not be required in FY 2013-14.

Additional funding is provided for office supplies and furniture as these items were not needed in FY
2012-13.

There are no program changes are for FY 2013-14.


FY 2011-12 FY 2012-13 FY 2013-14

Administrative Services Coordinator 1 1 1
Assistant County Manager 0 .25 .25
Grants Compliance Coordinator 1 1 1
Management and Finance Director 1 0 0
Program and Policy Development Manager 1 1 1
386

FY 2011-12 FY 2012-13 FY 2013-14

Risk Management Coordinator 1 1 1
Senior Analyst Grants 0 0 0

Total - Management and Finance 9 7.25 7.25

387
MENTAL HEALTH DEPARTMENT

Mission: Act as Commissioners Court advocate, expert and clearinghouse on community
mental health issues and programs. This department will be the leader in planning, coordinating,
advocating and organizing community behavioral health stakeholders in activities to continually improve
the availability of services in this community.
Vision: Transforming Bexar County to be a model community of mental health.
Provide County leadership with a systematic process to continually assess the needs for
mental health services in the community and prioritize the best investment of County
funds to meet those needs.
Lead mental health stakeholders in pursuing strategies that create a seamless, integrated
system of care and safety net services for the mentally ill; improving access to service by
providing multiple points of entry to the system of care; coordinating programs,
providers and services by continued dialogue with all community mental health stake
holders
Continue the work of the Bexar County Mental Health Consortium to further the
Strategic Plan to: Create a community mental health coordinating structure; raise
awareness in the community and with public policy leaders and impact legislation;
facilitate training, recruitment and retention of mental health professionals; and ensure a
coordinated system of care in the community.
Establish a partnership with the Center for Healthcare Services to ensure that gaps, needs
and services identified by the Consortium and other mental health stakeholders are
formalized and incorporated in the Centers service delivery plan.
Be Commissioners Court expert and advocate on mental health issues and programs in
the County. Negotiate contracts for mental health services paid to outside agencies with
County general fund or grant funds. Track performance measures and program
compliance metrics and monitor the effectiveness of treatment providers.
Program Description: The Mental Health Department will report directly to the County Manager,
with a small staff of professionals specialized in the issues of mental health, who can devote their
exclusive attention to developing, implementing and coordinating policy and community wide strategies
to address mental health concerns. This department will pursue these strategies by building and acting in
partnerships with judges, public safety officials, attorneys, mental health service providers, agency
administrators, school officials, family members, and consumers either collectively in the Mental Health
Consortium or individually. The department also has responsibility for negotiating contracts for mental
- FUND: 100
388
health services paid to outside agencies with County general fund or grant funds and tracking
performance measures and program compliance metrics for these services.

FY 2011-12 FY 2012-13 FY 2013-14

Coordinate Meetings with Consortium Stakeholders N/A N/A 4
Coordinate Strategic Meetings with Lead Mental
Health Stakeholders N/A N/A 2
Provide Public Information Awareness to the
Community and/or to Governmental/Legislative
Officials N/A N/A 10
Develop Coordinated Approaches and Collaborations
Regarding Leveraging Resources with Grant
Funding N/A N/A 2
Coordinate Changes to The Request For Proposal/
Funding Process of Mental Health Services For
Bexar County N/A N/A 1
Develop an Annual Mental Health Data Report N/A N/A 1
Monitor and Track the Performance and Activities
of Mental Health Contracts N/A N/A 2

Efficiency Indicators: N/A N/A
Number of Public Information Awareness Meetings/
Legislative Meetings Conducted/Attended N/A N/A 10
Number of Grants Written and/or Grant
Collaborations regarding Mental Health Services N/A N/A 1
Number of Monitoring Visits Conducted N/A N/A 2
Number of Monitoring Visit Findings N/A N/A 2

Effectiveness Indicators: N/A N/A
Percentage of Targeted Public Information Awareness
Meetings/ Legislative Meetings Conducted/Attended N/A N/A 100%
Percentage of Targeted Number of Grants Written
and/or Grant Collaborations Regarding Mental
Health Services Awarded N/A N/A 100%
Percentage of Monitoring Visit Findings That are
Corrected Within 90 Days N/A N/A 100%

389
Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Personnel Services $0 $0 $0 $243,325
Travel and Remunerations 0 0 0 10,000
Operational Costs 0 0 0 25,000

Total $0 $0 $0 $314,325

The FY 2013-14 Adopted Budget creates an additional Department in the County Managers Office.
Funding is provided for the start-up costs associated with additional personnel and structural
components as they pertain to office space such as furniture and computer hardware.
The Personnel Services group for FY 2013-14 includes funding for three new positions as shown in
the authorized position list.
The Travel and Remunerations group for FY 2013-14 includes funding for local mileage for the
Director of the Mental Health Department and the Coordinator for travel to increase the efforts of the
Mental Health Consortium within the community. Funding is also provided for travel to conferences
nationwide such as the Mental Health America Conference and the National Council for Behavioral
Health.
The Operational Costs group for FY 2013-14 includes funding for contracted services with local
service providers as well as printing and binding, membership fees, telephone and internet, and copier
and rental services.
The Supplies and Materials group for FY 2013-14 includes funding for office supplies, postage,
books and periodicals, and standard office equipment such as furniture, computers, telephones,
printers and scanners.
There are three program changes for the Mental Health Department for a total cost of $243,325.
The first program change adds one Director (E-13) for a total cost of $101,510.
The second program change adds one Program Coordinator (E-09) for a total cost of $76,487.
The third program change adds one Senior Program Analyst (E-07) for a total cost of $65,328.

390
FY 2011-12 FY 2012-13 FY 2013-14

Director 0 0 1
Program Coordinator 0 0 1
Senior Program Analyst 0 0 1

Total Mental Health Department 0 0 3

391
NON-DEPARTMENTAL
GENERAL FUND

Program Description: The expenses in the Non-Departmental budget all share a basic similarity--
they represent expenses that benefit multiple Offices and Departments throughout the County. This
budgetary approach also serves to streamline the budget and financial accounting processes. Each of the
groups of expenditures shown in this budget is described in more detail below.
Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14
Supplies and Materials 887,573 1,625,059 1,143,955 794,595
Debt Service 14,700 16,600 16,600 16,100
Interfund Transfer 14,612,047 9,575,665 9,777,096 10,215,678
Contingencies 0 12,559,201 0 30,932,633

Total $41,805,936 $50,281,499 $42,302,364 $74,168,601

Overall, the FY 2013-14 Adopted Budget increases by 75 percent when compared to FY 2012-13

The Personnel Services group decreases by less than 1 percent when compared to FY 2012-13
estimates. Funding is not allocated for the Employee Medical Service account. New employee
physicals are now being conducted at the Bexar Countys Employee Health Clinic. Other items in the
Personnel Services group include:

The VIA Bus Pass Program is also funded in this group in the amount of $205,000, which is the
same level of funding that was budgeted in FY 2012-13. This program is a transportation
initiative for the VIA Bus Big Pass Program that offers free bus rides to County employees by
simply showing a County ID card, a one-day Bus Pass for J urors and vanpool subsidies. This
program encourages employees to be environmentally friendly by using public transportation
instead of their vehicles.

The Employee Assistance Program (EAP) is funded in this group in the amount of $70,000,
which is the same level of funding that was budgeted in FY 2012-13. This program provides
health and wellness programs for Bexar County employees.

estimates. Funding is allocated at approximately the same level that was allocated in FY 2012-13.
This group funds required travel for Elected Officials to enhance economic development initiatives
for the County.

- FUND: 100
392
The Operational Costs group increases by 2.7 percent when compared to FY 2012-13 estimates as
described below:

The increase is due to the contract between Bexar County and the GEO Group Inc. and the U.S.
Department of J ustice to house Federal detainees. The per diem rate that the County pays to the
GEO Group Inc. to house Federal detainees increased from $44.15 to $50.60. Bexar County will
receive compensation in the amount of $64.95 per day per inmate to house Federal detainees from
the U.S. Department of J ustice. The total amount budgeted for GEO is $12,172,825, which is a 13
percent increase when compared to the FY 2012-13 estimates.

Another significant increase is the Contracted Services account due to various contracts. Through
an Interlocal Agreement with the City of San Antonio, Bexar County pays 20 percent of
operations for the Emergency Operations Center at Brooks City Base. This contract was
previously budgeted within the Emergency Managements Office General Fund Budget. Also,
countywide hardware and software maintenance contracts from Bexar County Information
Technology are budgeted within this account in the amount of $3,739,413, which includes
$830,000 for the Microsoft Agreement that allows County employees the use of numerous
software programs.

Library Services are provided to citizens of Bexar County through an Interlocal Agreement with
the City of San Antonio. The City of San Antonio provides library services to the citizens living
in the unincorporated areas of the County. For FY 2012-13, the County paid $3,784,028 to the
City of San Antonio for library services. The countys estimated annual cost of Library Services
for FY 2013-14 is $3,784,028. It is important to note the new Bibliotech facility on Pleasanton
Road opened in September of 2013. Bibliotech is the first digit public library in the United States
and will serve all Bexar County citizens.

Other major accounts included in the Non-Departmental budget are: $1,815,812 for the Countys
Liability Insurance and $1,669,418 for Appraisal Fees, which increased 2 percent based on Bexar
Appraisal Districts 2014 Proposed Budget.

Funding for the City of San Antonio and Bexar County Radio System is allocated in the amount
of $634,000 for FY 2013-14. This expense covers Bexar Countys 20 percent share of
maintenance and overhead costs for the public radio system. The expense also covers Bexar
Countys annual CAD costs, which is determined by the Countys percentage use of the system.

Bexar County contracts with the City of San Antonio for Animal Control Services. For FY 2013-
14, the County will assume animal control services in-house. The County will hire Animal
Control Service Officers to collect stray animals in the unincorporated areas of the County and
transport them to the City of San Antonio Animal Care Services Facility. As a result, the contract
between Bexar County and San Antonio will be reduced by 48 percent. For FY 2013-14,
$544,800 is allocated for animal control in the unincorporated areas of Bexar County.

Funding for Security Services in the County-owned facilities that do not house courtrooms is
allocated in the amount of $800,202, which is a significant increase compared to the FY 2012-13
budgeted amount. The increase is due to adding security guard services to the Toudouze Facility
and armed guards to the Bexar County Tax Office Vista Verde location at the request of the Tax
Assessor Collector.

393
Bexar County provides assistance for families and individuals who are indigent and cannot afford
burial services. Pauper burials are funded at $295,000, which is relatively flat when compared to
the estimates for FY 2012-13.

Funding in the amount of $317,423 is for various association fees in the General Government
group, and includes the Alamo Area Council of Governments (AACOG), County J udges &
Commissioners Association of Texas, Conference of Urban Counties, National Association of
Counties, San Antonio Mobility Coalition, South Texas County J udges & Commissioners
Association, Texas Associations of Counties, and Austin San Antonio Corridor.

The Operating Cost group provides $189,000 in funding for the Employee Tuition
Reimbursement Program.

Funding for the annual Countywide outside audit is allocated in the amount of $175,800. The
County Manager is responsible for hiring an Outside Auditor for the annual audit of the Countys
financial and accounting processes and the production of the Comprehensive Annual Financial
Report. Also included in this amount is funding for an outside audit of the Countys registry
accounts, as required by the Texas Legislature.

The City of San Antonio provided Environmental Health Services for the residents of
unincorporated Bexar County on a fee for services basis. Previously, the City of San Antonio
provided health inspections in the unincorporated areas of the County; however, these duties will
be assumed by the County in FY 2013-14. Beginning October 1, 2013, the Bexar County Public
Works Department will provide this service to the unincorporated area of the County. These
services include the inspection of food service establishments, retail food stores, mobile food
units, roadside food units, temporary food vendors, and establishments that offer food such as
foster homes, daycares in the unincorporated areas of the County. As a result, no funding is
allocated for this account in FY 2013-14.

Funding in the amount of $92,000 is allocated in the Financial Services line item for the total
expense associated with the Countys Financial Advisor services.

Funding in the amount of $250,852 is allocated to pay fees associated with the Countys Bank
Depository contract and Lockbox Services.

Funding in the amount of $72,363 is allocated for telephone usage, which is provided for the
phones services at Central Magistration.

Funding in the amount of $100,000 is allocated to hire an outside consultant to assist with the
Sheriffs Promotional Testing Program. This amount will also cover the costs for room rental
used to conduct testing for the Sheriffs Office.

Funding in the amount of $20,000 is allocated for Interpreter Services for the deaf and the blind
that require assistance in Courtrooms and Auctions.

The County also adopted funding in the amount of $1,250,000 for the Center for Health Care
Services.

The Non-Departmental Budget provides funding in the amount of $972,511 for Outside
Agencies. The FY 2013-14 Adopted Budget recommends contributions to 32 outside agencies
394
that provide important social and environmental services, educational programs, economic
development initiatives, and other services for Bexar County citizens.

Outside Agencies
FY 2013-14
Budget
Catholic Charities $193,059
Christian Senior Services $62,527
Chrysalis Ministries $55,000
City/County Seniors $6,500
Club 12 $1,000
Communities in School $26,460
Family Service Association $30,000
Haven for Hope $50,000
Health Collaborative $25,000
Holy Cross Community Services $25,000
Home Comforts Inc. $10,000
J efferson Outreach for Older People $8,495
J OVEN $20,000
MLK March $5,000
Northeast Senior Assistance $9,000
Our Lady of Mt. Carmel $33,532
Peace Initiative $65,000
Project Quest $55,000
San Antonio AIDS Foundation $15,938
San Antonio Cultural Arts $15,000
Seton Home $25,000
Southeast Community Outreach for Older People $8,000
St. J ohn Bosco School $25,000
The Clubhouse $25,000
The Fund $30,000
The Magik Theatre $10,000
The San Antonio Symphony $50,000
WellMed/Southwest Community Outreach for Older People $8,000
YWCA of San Antonio $20,000
Grand Total: $972,511

The Supplies and Materials group decreases by 31 percent when compared to FY 2012-13
estimates.

395
Funding is provided for annual maintenance costs for radio equipment, which is not under
warranty. These funds also will provide repairs for all Bexar County radios, which are not
covered by the maintenance agreement in the amount of $73,805.

Funding for pre-sorting mail services is allocated at $60,000.

The Debt Service group decreases by 3 percent when compared to FY 2012-13 estimates. Funding is
provided for the arbitrage rebate fee based on the FY 2012-13 expenditures in the amount of $16,100.

Interfund transfers increases by 4.5 percent when compared to FY 2012-13 estimates. The total
amount for interfund transfers is $10,215,678.

This increase is due to Interfund Transfers for various other funds. These funds include:
$311,883 for the Courthouse Security Fund, $186,649 for the Law Library Fund,
$3,249,511 for the Self Insured Health and Life Fund, $4,812,102 for the Other Post-
Employment Benefits Fund, $569,554 for the Self Insured Workers Comp Fund, $96,836
for the Firing Range Fund, and $95,579 for the Dispute Resolution Fund.

The FY 2013-14 Adopted Budget allocates an Interfund Transfer to the Grants-In-Aid
Fund in the amount of $198,728 for the purchase of bullet proof vests for various
participating Bexar County Law Enforcement Agencies. A cash match in the amount of
$375,000 for the U.S. Department of J ustice Second Chance Act Phase Two Adult
Reentry Demonstration Program is allocated for FY 2013-14.

Other cash matches include: $44,116 for the U.S. Department of J ustice Mental Health
Collaboration for Dual Diagnosis Court, $66,667 U.S. Department of J ustice Adult Drug
Court Discretionary Grant Program for Dual Diagnosis Court, $11,911 J uvenile Probation
Drug Court Grant (CJ D), and $197,142 J uvenile Probation for Early Intervention Grant
(CJ D).

Contingency funding is provided for the following in FY 2013-14 Adopted Budget:

The FY 2013-14 Adopted Budget includes $1,046,563 for the increase in the contribution
rates for retirement. The retirement contribution rate for calendar year 2013 is 12.38
percent. The contribution rate represents the percentage of payroll the County is required
to contribute to the fund future benefits for current employees, former employees, and
retirees.

Funding in the amount of $442,000 is allocated for the Chief J ustice of the Fourth Court of
Appeals, Fourth Court of Appeals J ustices, and District Court J udges salary increases as
mandated by the Texas 83rd Legislative Session, Regular Session 2013 in accordance with
Texas Government Code 25.0005.

The FY 2013-14 Adopted Budget includes $2,924,789 for the 2
nd
year of the Collective
Bargaining Contract, which includes a 3 percent salary adjustment for all uniform officers
and an increase in the number of pay allowances.

Funding is provided for Adult Probation satellite offices in the amount of $773,370. The
decentralization of Adult Probation offices will create additional reporting locations for
396
probationers. Currently, all probationers report to one reporting station that is located
downtown near the Bexar County J ail.

Funding in the amount of $1,950,000 is allocated for a 3 percent Cost of Living
Adjustment for Exempt employees. The FY 2013-14 Adopted Budget also allocates
$6,800,000 for the Non-Exempt Table Study that occurred during FY 2012-13.

A contingency in the amount of $8,696,318 is allocated for the redistricting of the J ustice
of the Peace and Constable Offices redistricting. Funding for these Offices for the period
of J anuary 2014 through September 2014 is set aside in the Contingency account pending
Commissioners Courts direction regarding redistricting.

A Specialty Court Study is underway to evaluate the allocation of resources and workload
between all of Bexar Countys Specialty Courts. Funding in the amount of $290,258 is
budgeted within the Contingency appropriation, which represents 11 months of salary for
all positions within the Department of Community Resources - Mental Health Initiative
Division and 11 months of salary for the Adult Drug Court/DWI Court Manager within
the Pre-Trial Services Department pending the outcome of the Specialty Court Study.

The FY 2013-14 Adopted Budget includes $7,159,122 in Undesignated Funds, which
represents a significant increase compared to FY 2012-13 Budget. Undesignated funds are
used to address unanticipated expenses during the fiscal year.
397

PROBATE COURTS

PROBATE COURT
J UDGES
STAFF ATTORNEY II STAFF ATTORNEY II
COURT
INVESTIGATOR II
COURT INVESTIGATOR
I
COURT REPORTERS PROBATE AUDITORS
ADMINISTRATIVE
ASSISTANTS
398
PROBATE COURTS

Mission: To provide appropriate, effective and responsive court services and judicial supervision to
probate, estate administration, guardianship, mental health and eminent domain proceedings, in a fair and
equitable manner, complying with the Texas Probate Code, Texas Trust Code, Texas Property Code,
Texas Mental Health Code, the Code of J udicial Conduct and all other laws of the State of Texas and the
United States.

Vision: To be the forum for the efficient administration of decedents estates and for the resolution of
any issues or litigation incident to a decedents estate; oversight and protection of incapacitated persons
through creating and monitoring guardianships of the person and/or estate; protection of the constitutional
rights of persons for whom court ordered mental health services are sought; and oversee the orderly
acquisition of private property for a public purpose in eminent domain proceedings.


To provide an accessible and equitable justice system that is responsive to the citizens appearing
before the court and to the community in general.
To promote public safety and well being.
To oversee the administration of the estates of deceased and incapacitated persons.
To protect individual rights and provide justice to all citizens, particularly the mentally ill,
incapacitated persons and the heirs/devisees of deceased persons.
To provide quality service to all citizens appearing before these courts.

Program Description: Probate Courts 1 and 2 are Statutory Probate Courts as defined in the Texas
Probate Code. A Statutory Probate Court has jurisdiction over all matters or proceedings relating to the
estate of a decedent. These courts hear all applications, petitions and motions filed in connection with the
administration of decedents estates including (but not limited to) admitting wills to probates, oversight
of dependent administrations, heirship proceedings, review and approval of inventories, annual accounts
and the distribution of estates. Probate Courts also hear applications, petitions and motions filed in
connection with the administration of guardianships of incapacitated persons and minors, including (but
not limited to) annual accounts, annual reports on condition and well-being of the ward, and sales of real
and personal property. These Courts preside over matters involving interviews, testamentary or charitable
trust including contests, trust modification and/or termination. All cases involving civil commitments
including warrants, orders for protective custody, orders for commitment and administration of
medication are heard in the Probate Courts, as well as all non-jury and jury trials involving any of the
aforementioned applications, motions or petitions. Probate Courts also preside over all lawsuits
appertaining and incident to estates (descendents and guardianships) including any type of civil litigation
such as will contest, personal injury lawsuits, suits for property damage, forcible entry and detainer,
wrongful death, breach of fiduciary duty, divorce, custody determination and adoption. In addition, the
Probate Courts appoint commissioners in eminent domain proceedings and preside over eminent domain
appeals.

- FUND: 100
399

FY 2011-12
Actuals
FY 2012-13
Estimates
FY 2013-14
Budget
Number of Descendant's Estates Filed 3,390 3,515 3,515
Number of Guardianships Filed 459 481 481
Number of Mental Health Cases Filed 3,537 3,714 3,714

Average Number of Hearings per Year
Probate 4,182 4,391 4,391
Mental Health 3,746 3,811 3,811
Average Number of Accounts Reports Audited per
Week 1,862 1,909 1,909

Show Cause Orders Issued 258 275 275
Court Initiated Guardianships 91 100 100

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Total $1,667,014 $1,643,570 $1,728,256 $1,749,396


The FY 2013-14 Adopted Budget increases by 1.2 percent compared to the FY 2012-13 estimates
as discussed below.

The Personnel Services group slightly increases compared to the FY 2012-13 estimates due to an
increase by an employee contribution to health insurance.

The Operational Costs group increases by 17 percent compared to FY 2012-13 estimates due to
one-time funding for membership fees in FY 2013-14.

The Supplies and Materials group remains flat when compared to FY 2012-13 estimates due to
funding Supplies and Materials at the same level.

The FY 2013-14 Adopted Budget has no program changes.

400
FY 2011-12 FY 2012-13 FY 2013-14
Attorney II* 2 2 2
Court Investigator** 1 1 1
Court Investigator II** 1 1 1
Court Reporter** 2 2 2
J udge 2 2 2
Probate Court Administrative Assistant 2 2 2
Probate Court Auditor 4 4 4
Probate Court Staff Attorney II** 2 2 2

Total Probate Courts 17 17 17

*(2) Attorney II's are assigned to Mental Health.
**Positions are funded both in the General Fund and the Probate Discretionary Fund.
401
PUBLIC WORKS
ANIMAL SERVICES

COUNTY
MANAGER

DIRECTOR OF
PUBLIC WORKS /
COUNTY ENGINEER

ANIMAL CONTROL
SERVICES

ENVIROMENTAL
ENGINEER
402
PUBLIC WORKS
ANIMAL CONTROL SERVICES

Mission: The mission of the Public Works Department is to preserve all County resources by
providing efficient, cost effective services which ensures the safety, health and welfare of our customers
and improve the quality of life.

Vision: We envision the Public Works Department as the leader in developing and maintaining county
bridges, and roads. The Public Works Department strives to ensure environmental compliance, fire safety,
good working relationships, and high standards of professional management for Bexar County. The
and finite resources, by providing the public and other County offices, a thorough analysis, expert advice,
prompt, reliable services, and open, honest communications related to the responsible allocation and
utilization of Public Works Department services personnel and resources.

To be responsive to the animal control needs of Bexar County residents.
To provide Bexar County with reasonable, cost effective and efficient animal control.
To protect the public health and safety through administration and enforcement of the Bexar County
Rabies Control and Animal Control Court Orders.

Program Description: The Bexar County Animal Control Services Division of the Public Works
Department will be responsive to the animal control needs of residents living in the unincorporated areas
of Bexar County. Employees of the Division will humanely capture, restrain, and transport loose and/or
dangerous animals.

Prior to FY 2013-14, Bexar County contracted with the City of San Antonio for Animal Control Services.
Through an Inter-local Agreement, Bexar County paid an annual fee to COSA for animal control services
and provided four County-owned vehicles to the City of San Antonio. Due to proposed changes to
services by the City of San Antonio, the County created a new Animal Control Division.

The County will hire three Animal Control Service Officers to collect stray animals in the unincorporated
areas of the County and transport them to the City of San Antonio Animal Care Services Facility. As a
result, the contract between Bexar County and San Antonio will be reduced by 48 percent. For FY 2013-
14, $544,800 is allocated within the Non-Departmental General Fund Budget for animal control in the
unincorporated areas of Bexar County.

FY 2011-12 FY 2012-13 FY 2013-14

Number of Animal Control Calls N/A N/A N/A
Number of Animals Picked up N/A N/A 1,200
Number of Rabies Investigations N/A N/A 50
- FUND: 100
403

Cost per Animal Control Call N/A N/A $100
Cost per Animal Picked up N/A N/A $75
Cost per Rabies Investigation N/A N/A $500

Percentage of Animal calls Responded to N/A N/A 100%
Percentage of Calls resulting in an Animal Pick-up N/A N/A 75%
Percentage of Investigations Resulting in
Confirmed a Rabies Case
N/A N/A 50%

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Personnel Services $0 $0 $0 $125,534
Operational Costs 0 0 0 21,420

Total $0 $0 $0 $226,716


The FY 2013-14 Adopted Budget funds the newly created Animal Control Services Division within
the Public Works Department.

The Personnel Service group funds three Animal Control Officer (NE-05) positions for animal control
services. These positions are fully funded for FY 2013-14.

The Travel and Remunerations group funds state mandated training for licensing staff.

The Operational Costs group funds educational materials for the public, modifications to the
Cartegraph information system in order to track data from Animal Control Officers, and required
licensing fees.

The Supplies and Materials group funds vehicle fuel and oil, office supplies, staff uniforms, gloves,
masks, and animal control equipment.

Bexar County previously contracted with the City of San Antonio for animal control services. For FY
2013-14, the County will assume animal control services in-house. The County will hire Animal
Control Officers to collect stray animals in the unincorporated areas of the County and transport them
to the City of San Antonios Animal Care Services Facility.
404

FY 2011-12 FY 2012-13 FY 2013-14

Animal Control Services Officer 0 0 3

Total Public Works Animal Control
Services 0 0 3

405
PUBLIC WORKS
ENVIRONMENTAL SERVICES

COUNTY
MANAGER

DIRECTOR OF
PUBLIC WORKS /
COUNTY ENGINEER

ENVIRONMENTAL
SERVICES

ENVIROMENTAL
ENGINEER
406
PUBLIC WORKS
ENVIRONMENTAL SERVICES

providing efficient, cost effective services which ensures the safety, health and welfare of our customers

Vision: We envision the Public Works Department as the leader in developing and maintaining county
bridge and roads. The Public Works Department strives to ensure environmental compliance, fire safety,
good working relationships, and high standards of professional management for Bexar County. The
and finite resources, by providing the public and other County offices, a thorough analysis, expert advice,
prompt, reliable services, and open, honest communications related to the responsible allocation and
utilization of Public Works Department services personnel and resources.

Program Description: The Bexar County Environmental Services Division of the Public Works
Department identifies and addresses environmental compliance issues (planned or unplanned), which may
present a potential hazard to the County. These issues may include, but are not limited to, management
and disposal of hazardous waste streams generated by County facilities, remediation of contamination at
facilities, management of underground fuel storage tanks, health inspections, environmental assistance on
capital projects, and representation of the County on local and civic environmental committees.

This division acts as an Authorized Agent of the Texas Commission on Environmental Quality to
regulate, permit, and inspect installation of private on-site sewage facilities (OSSF) in Bexar County. In
addition, this division administers and enforces the Nuisance Abatement Court Orders by investigating
public complaints, properly notifying offenders, and monitoring removal of public nuisances.
Environmental Services represents and promotes the Countys position on air and water quality issues,
including implementation of control strategies in response to the non-attainment-deferred designation
given by the Environmental Protection Agency (EPA). This division also represents the County on the
Texas Clean Air Working Group.

The Environmental Services Division implements pending EPA Phase II Storm water rules for Bexar
County to include development of the Storm Water Management program. It represents Bexar County on
the Alamo Area Council of Governments Resources Reclamation Committee and the City of San Antonio
River Quality Committee. This division reviews all proposed subdivision plats utilizing On-Site Sewage
Facilities within Bexar County (including the City of San Antonio and suburban cities) to ensure the
protection of public health and safety by determining suitability.

Prior to FY 2013-14, Bexar County contracted with the City of San Antonio Metropolitan Health
Department for Environmental Services. Through an Inter-local Agreement, the City of San Antonio
provided Bexar County with food and environmental health inspection services in the unincorporated
areas of the County. Due to the increasing cost of the Inter-local Agreement with the City of San Antonio,
Bexar County contracted with a vendor to provide these services beginning FY 2013-14. These services
include the inspection of food service establishments, retail food stores, mobile food units, roadside food
units, temporary food vendors, and establishments that offer food such as foster homes, daycares in the
unincorporated areas of the County.
- COMPANY: 100
407

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Number of Nuisance Complaints 2,250 2,300 2,500
Number of OSSF Inspections 4,880 5,000 5,100
Number of Nuisance Inspections 6,720 6,750 7,000

Cost per Nuisance Complaints $82 $76 $80

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Cost per Nuisance Inspections $27 $27 $26
Cost per OSSF Inspection $38 $37 $37

Nuisance Complaints Resolved 90% 89% 95%
OSSF Successfully Installed 100% 100% 100%

Appropriations:
FY 2011-12
Actual
FY 2012-13
Budget
FY 2012-13
Estimate
FY 2013-14
Budget


Total $277,009 $265,138 $268,908 $464,670


Overall, the FY 2013-14 Adopted Budget for Public Works Environmental Services Division
increases significantly when compared to FY 2012-13 estimates. This is mostly due to funding for
Personnel Services and Operational Costs as described below.

increase is primarily due to one program change as described below.

estimates. Funding is allocated for training and mileage for staff to receive their certifications from
the Texas Environmental Health Association, Texas Floodplain Management, and Certified Erosion,
Sediment and Storm Water Inspector Certifications.

The Operational Costs group increases significantly when compared to FY 2012-13 estimates. The
FY 2013-14 Adopted Budget provides funding for a new vendor to perform health inspections in the
408
unincorporated area of the County. Previously, the City of San Antonio performed these services for
the County through an Interlocal Agreement.

The Supplies and Materials group decreases by 4 percent from FY 2012-13 estimates. The decrease is
due to a reduction in the postage line item as requested by the Division.

The FY 2013-14 Adopted Budget for the Public Works Environmental Services Division includes
one program change. The program change provides a pay adjustment for the Environmental Engineer
(E-11) position due to new duties that will be acquired during FY 2013-14. The new duties include
implementing and managing the health inspections management program and overseeing the animal
control services division. Previously, the City of San Antonio provided health inspections in the
unincorporated areas of the County; however, these duties will be assumed by the County in FY
2013-14. The total cost of this program change is $5,652, of which $1,413 will be funded by the
Public Works Environmental Services Division General Fund Budget and $4,239 will be funded
from the Strom Water Fund (209).

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Environmental Engineer 1 1 1
Environmental Services Inspector 1 1 1
Sanitarian I 2 2 2
Sanitarian II 1 1 1

Total Public Works Environmental Services 5 5 5

The Environmental Engineer (E-11) position is funded 25% from the General Fund and 75% from the
Storm Water Mitigation Fund.
409
PURCHASING

Lawson Team

Purchasing Agent

Procurement

Data Collection
Program

SMWBE Program

Procurement Team

Administrative
Support

Fixed Asset

Procurement/Travel
Card Program

410
PURCHASING

Mission and Vision Statement: The Bexar County Purchasing Department is to be recognized
by customers for delivering exceptional value-added results by being an organization committed to a cost-
effective, value added service that leverages the Countys spending power and common work practices to
deliver the lowest total cost of acquisition and best supplier performance.

The Purchasing Department will pursue superior customer service and ensure customers know we have
provided value and met or exceeded all their expectations and business requirements. Each individual in
our department is responsible for adopting a Helpful Attitude approach to customer service, product
delivery, and representing Bexar County.

Building customer relationships is vital to achieving the Purchasing Department goals. This includes
ensuring the customer is thoroughly supported, kept informed at all times, and that we understand the
customers expectations, meet those expectations, and manage the acquisition process to those
expectations.

Objectives:

To effectively and efficiently purchase goods and services in support of all County departments
and offices.
To enforce policies and procedures which maintain competition and integrity in the County
purchasing process.
To treat all vendors in an equitable manner and provide opportunities for all to bid.
To achieve direct cost savings, cost avoidance, or reduction of expenses in the cost of procuring
goods and services.
To accurately track, inventory, and report the use of the Countys fixed and controlled assets.
To provide contract administration assistance.
To actively support the County SMWBE program initiatives.

Program Description: The Purchasing Agent, appointed by the Purchasing Appointment Board,
supervises all purchases made by the County through competitive bids or proposals, and directly procures
all supplies, equipment, and services, except real property and professional services. The Purchasing
Agent also maintains the County's fixed assets inventory, transfers supplies, materials and equipment as
necessary within the County, and disposes of surplus property by auction or competitive bid. An annual
report is prepared and submitted to the Purchasing Appointment Board, which consists of three District
J udges and two members of Commissioners Court. The Board has also designated the Purchasing Agent
as the Countys Disadvantaged Business Enterprise (DBE) Coordinator. Planning and coordinating the
purchase of furniture, fixtures and equipment for major capital projects is the Purchasing Departments
responsibility as well.

- COMPANY: 100
411

FY 2011-12 FY 2012-13 FY 2013-14
Number of POs Issued 10,260 8,537 8,025
IFB/RFPs Issued 111 149 185
Number of Contracts Processed 471 130 140

Number of Requisitions Processed 760 1,028 1,258
Number of Contracts Processed 59 16 20
Number of Assets Processed 3,800 4,345 4,910

Percentage of Satisfied Customers 30% 50% 35%
Percentage of Purchases using Purchasing Card -32% 9% 0%
Percentage of Assets Processed -78% 14% 4%

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Capital 0 200 200 0

Total $1,180,079 $1,200,295 $1,213,706 $1,182,114


The FY 2013-14 Budget decreased by 2.6 percent when compared to the FY 2012-13 Estimate as
described below.

The Personnel Services group decreased by 2.4 percent when compared to the FY 2012-13 Estimate
due to turnover experienced in FY 2012-13 and the program changes as described below.

412
The Travel and Remunerations group increased by 13.8 percent when compared to the FY 2012-13
Estimate to provide funding for training and education for Purchasing Department staff.

The Operational Expenses group decreased by 21.6 percent compared to the FY 2012-13 Estimates due
to an expected reduction in furniture pick up costs in FY 2013-14.

The Supplies and Materials group increased by 11.6 percent when compared to the FY 2012-13
Estimate and provides funding at the same level as the FY 2012-13 Budget.

There are three program changes for FY 2013-14 for a total savings of $59,623 as described below.

The first program change deleted three Buyers (E-03) for a savings of $182,907. Due to the
implementation of the Lawson Financial system, the job duties of the Buyers were no longer
needed by the department.

The second program change added one Senior Data Analyst (E-07) for a cost of $65,798. This
position will deal primarily with the Lawson Financial system and will assist with the monitoring
and maintenance of the Countys data collection within the procurement competitive process.

The third program change added one Compliance Data Analyst (E-05) for a cost of $57,486. This
position will deal primarily with the Lawson Financial system and will assist with the monitoring,
maintenance, and compliance of the Countys data collection within the procurement competitive
process.

FY 2011-12 FY 2012-13 FY 2013-14

Buyer 3 3 0
Buyer/Contract Specialist 4 4 4
Compliance Data Analyst 0 0 1
Contract Manager 1 1 1
Fixed Asset Specialist 2 2 2
Lead Fixed Asset Specialist 1 1 1
Procurement Card Specialist 1 1 1
Procurement Data Analyst 1 1 1
Procurement Systems Specialist 2 2 2
Purchasing Agent 1 1 1
Purchasing Assistant Project Lead 1 1 1
Purchasing Project Lead 1 1 1
Senior Contract Specialist 1 1 1
Senior Data Analyst 0 0 1

Total Purchasing Department 19 19 18

413
PURCHASING -
SMALL, MINORITY AND WOMEN
OWNED BUSINESS ENTERPRISE

Mission: The purpose of the Bexar County Small, Minority and Women Owned Business Enterprise
(SMWBE) Program is to establish minimum goals and oversee implementation of commitments for
expenditures with small, minority and women owned business enterprises. Procurement dollars spent with a
Minority and Women Business Enterprise (MWBE) that is also a Small Business Enterprise (SBE) will be
counted in both categories.

Vision: Bexar County is committed to increasing the involvement of SMWBEs for all procurement
dollars for County Offices, Departments, funded entities, facilities and other economic development
programs in the areas of Commodities, Equipment, Professional and Personnel Services, Maintenance and
Construction. It is the intent of the County to afford small, minority and women-owned businesses a fair
opportunity to compete for all Bexar County contracts.


The County, its contractors, their subcontractors and suppliers, as well as all vendors of
Commodities, Equipment, Professional and Personnel Services, Maintenance and Construction,
shall not discriminate on the basis of race, color, religion, national origin, disability, gender or
sexual orientation in the award and/or performance of contracts. All individuals and entities doing
business, or anticipating doing business, with Bexar County are encouraged to support and
implement a program designed to achieve the goal of establishing equal opportunity for all of the
citizens of Bexar County.
SMWBEs are companies with a certification designation from an authorized certification agency as
a woman, small or minority group certification, such as Historically Underutilized Business (HUB),
Disadvantaged Business Enterprise (DBE), Minority Business Enterprise (MBE), Women Owned
Business Enterprise (WBE), or Small Business Enterprise (SBE) recognized and approved by Bexar
County Commissioners Court.

The SMWBE Program Office is the designated office responsible for the implementation, monitoring,
and general operations of the SMWBE policy requirements. In addition, all County offices, funded
entities and facilities are required to identify a liaison to assure compliance with the Countys goals and to
coordinate with the SMWBE Program Office. The SMWBE Program Office is responsible for the overall
administration of the Countys SMWBE Program. The SMWBE Program Office responsibilities include:

Establishing procedures for the implementation of the policy;
Developing and implementing educational programs to assist SMWBEs to compete effectively
for County contracts;
Making recommendations to the Commissioners Court to further the objectives of this policy;
Compiling a written quarterly report reflecting program statistics and the progress in attaining the
county goals;
Auditing compliance with the SMWBE policy on all purchases after award, during the
performance of the contract, and after completion;
- FUND: 100
414
Reviewing, developing and providing access to a directory of certified SMWBEs and those in the
South Central Texas Regional Certification Agency (SCTRCA) certification process;
Establishing outreach activities and materials to provide information and needed assistance to
SMWBEs to increase their participation in the Countys procurement, contracting and
certification process;
Providing staff support for the SMWBE Advisory Committee;
Serving as Bexar Countys board representative to the SCTRCA;
Working with departments to identify SMWBEs for use in the purchase of professional and
personal services;
Establishing efforts to build and maintain partnerships with other public and non-profit agencies
and private enterprise organizations for the Purpose outlined in this policy.


FY 2011-12 FY 2012-13 FY 2013-14
Number of referrals to/by SMWBE Program for
County Procurement
7,800 12,000 12,000
Number of SMWBE Program contacts (outreach) 51,000 55,000 55,000
Number of vendor referrals for certification or renewal 3,500 3,600 3,600

Number of SMWBE contacts (outreach) per FTE 12,750 13,000 13,000
Number of partnerships and agency relationships
developed and maintained per FTE 40 40 40
Number of vendor records maintained or develop for
applications, certification, training or information 75,000 77,000 77,000

Percent of SMWBEs contacts obtaining county
procurement information 75% 75% 75%
Percentage of SMWBE awarded prime contract work
on county projects (target 30%) 20% 25% 25%
Percentage of SMWBE awarded prime or sub-contract
work on other county agreements, funded entities,
facilities or agencies 25% 25% 25%

415
Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Total $406,684 $474,335 $611,071 $593,721


The FY 2013-14 Budget decreased by 2.8 percent compared to the FY 2012-13 Estimate as described
below.

The Personnel Services group remained relatively flat compared to the FY 2012-13 Estimate.

The Travel and Remunerations group decreased by 5.7 percent compared to the FY 2012-13 Estimate
due to a slight decrease in funding for Discretionary Travel and Training.

The Operational Costs group increased by 4.2 percent when compared to the FY 2012-13 Estimate
due primarily to an increase in Education funding for vendor training events.

The Supplies and Materials group decreased significantly compared to the FY 2012-13 Estimate due
primarily to a decrease in funding for Computer Supplies.


FY 2011-12 FY 2012-13 FY 2013-14

Analyst - SMWBE 1 2 2
SMWBE Program Manager 1 1 1
Compliance Programs Manager 1 1 1

Total SMWBE 3 4 4

416
SHERIFF
CHIEF DEPUTY
CRIMINAL
INVESTIGATIONS
COURT
SECURITY
PATROL
DIVISION
TRAINING
ACADEMY
J UDICIAL
SERVICES
ADULT DETENTION
CENTER
COMMUNICATIONS
OFFICER
FINANCIAL
MANAGEMENT,
PUBLIC SAFETY
COMMUNICATION,
TECH SERVICES
AFIS
ASSET SEIZURE
AUTO THEFT
BAIL BOND
COORDINATOR
CRIME ANALYSIS &
INTELLIGENCE
CRIME PREVENTION
COMPUTER
FORENSICS
COLD CASE
BURGLARY
HOMICIDE
HUMAN
TRAFFICKING
PREA
SEX OFFENDER
REGISTRATION
PROPERTY ROOM
TRAFFIC
INVESTIGATIONS
NARCOTICS/VICE
CENTRAL HOLD
COURT SECURITY
/TRANSPORTATION
ALARM UNIT
CRISIS
INTERVENTION
K-9UNITS
STREET CRIMES
PATROL
POLICY &
DEVELOPMENT
RESERVE DEPUTIES
BUDGET
BUSINESS
OFFICE

DISPATCH
GRANTS
TECHNICAL
SERVICES
COMMUNICATIONS
RECORDS
MANAGEMENT
BOOKING
OPERATIONS
EDUCATIONAL
SERVICES
FACILITIES
MANAGEMENT
J AIL OPERATIONS
J AIL SUPPORT
FINGERPRINT
EXAMINER
WORK RELEASE
FOOD SERVICE
CRIMINAL
WARRANTS
EXTRADITION
MENTAL HEALTH
UTILITY
PROFESSIONAL STANDARDS &
INTEGRITY
TRAFFIC
SUBPOENAS
WRITS &
EXECUTIONS
J AIL PROGRAMS
ADMINISTRATION
APPLICANT
PROCESSING
COLLECTIVE
BARGAINING
PERSONNEL
ARCHIVES
WAREHOUSE
COMMISSARY
BANKING
SHERIFFS OFFICE
417
SHERIFF - ADULT DETENTION

Mission: To deliver detention services and conduct operations to maintain the proper well-being of
incarcerated men and women, provide a safe environment to the staff, inmates and public within the
facility, and remain fiscally responsible and accountable to the citizens of Bexar County.

Vision: The Bexar County Adult Detention Center envisions a fully staffed modern system consisting
of a multi-complex 4,563 bed facility compliant with Federal and State mandates; providing innovative
programs to incarcerated men and women; a safe and secure environment for staff, the incarcerated,
volunteers, and general public; through the efficient management of resources, implementation of
technology and continuous assessment of operational processes to maintain effectiveness and fiscal
responsibility and accountability.


To provide a safe and secure environment for inmates, staff and public
To maintain compliance with the Texas Commission on J ail Standards
To efficiently operate and staff 4,563 rated bed capacity multi-complex facility
To aggressively recruit, retain, and train staff

Program Description: The Bexar County Sheriff is the chief law enforcement officer of the
county and responsible for leading the organization and properly managing resources for the custodial
care of incarcerated men and women. The Sheriff appoints a J ail Administrator to supervise, direct, and
control the daily operation of the adult detention system that includes a Main J ail and Annex facilities
rated with a combined 4,563 bed capacity. The Detention Division operates 24 hours per day 365 days
per year and administers services in accordance with the Texas Commission on J ail Standards (TCJ S).
Functions and activities include:
Provide a safe and secure environment for all incarcerated men and women, staff, and public
Fingerprint, photograph, and process all inmates in accordance with state mandates
Properly store and account for all inmate property for safekeeping
Provide trained and certified staff to administer proper supervision of all inmates within the
facilities
Provide nutritious meals, sanitary clothing, bedding and living environment to all incarcerated
men and women
Provide a law library, rehabilitative programs, and recreation to incarcerated men and women
Deliver privileged and non-privileged inmate correspondence
To utilize an effective classification system that maximizes the utilization of inmate beds to make
the appropriate housing assignments while maintaining the safety and security of the facilities
Manage work programs that reduce the costs associated with maintaining the detention facilities
and provide incarcerated men and women the opportunity to retain employment to meet financial
obligations related to child support and court fines
Implement and maintain standards in accordance to the Prison Rape Elimination Act (PREA)
Provide cost avoidance services through J ail Industries using inmate labor to work on County
owned properties

- FUND: 100
ACCOUNTING UNIT: 2500-2503,
2505-2507, 2598, 2599
418

FY 2011-12 FY 2012-13 FY 2013-14

Total Number of Inmates Booked 59,309 61,192 62,000
Total Number of Inmates Released 60,700 63,040 63,040
Authorized Bed Capacity 4,563 4,563 4,563
Average Daily Inmate Population 3,678 3,700 3,700
Average daily number of bookings 162 168 168
Uniformed Staff to inmate Ratio 1:48 1:48 1:48
Total Number of Escapes 1 0 0
TCJ S Citations for Non-Compliance 0 0 0
Number of Major Incidents Requiring Unit
Lockdown 8 14 14

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Supplies and Materials 1,386,471 1,332,313 1,518,247 1,464,500

Total $57,930,027 $54,699,094 $59,141,750 $54,465,763


The FY 2013-14 Adopted Budget decreased by 7.9 percent when compared to FY 2012-13 estimates
as described below.

The Personnel Services group decreased by 8.8 percent when compared to FY 2012-13 estimates.
This is due to a significant decrease in overtime funding for Detention Officers, which was approved
and funded by Commissioners Court in FY 2012-13. Funding in the amount of $250,000 is provided
for overtime based on the amount required by the Collective Bargaining Agreement. A portion of the
decrease is also due to the program change as described below.

The Travel and Remunerations group is a new appropriation allocated for training for staff within the
Adult Detention Center budget. The Office began an initiative to fully train their staff on topics such
as K9 re-certifications, detention population administration, TASER re-certification, and jail manager
exams.
.............. ...............
The Operational Costs group decreased by less than 1 percent when compared to FY 2012-13
estimates. This decrease is primarily due to eliminating out-of-county costs at the Offices request.
419
The Office utilizes other options, including the free jail bed days included in a contact between the
County and GEO, Inc., before using any out-of-county jail bed day options that are a cost the County.

The Supplies and Materials group decreased by 3.5 percent when compared to FY 2012-13 estimates
due to a decrease in tools and hardware, hygiene supplies, and janitorial supplies; however, the
adopted amount has increased compared to the FY 2012-13 budget levels.

The Capital Expenditures group is a new appropriation allocated specifically for kitchen equipment,
which includes two tilting skillets, vacuum sealer, two cup washing machines, a cooking kettle, and
food carts for a total amount of $98,674.

The FY 2013-14 Adopted Budget includes three program changes for a savings of $116,826 as
described below:

The first program change deleted one Detention Population & Intergovernmental Administrator
(E-10) for a cost savings of $104,696, including salary and benefits. This position was
responsible for negotiations on behalf of the County for the Collective Bargaining Agreement,
which was completed in FY 2012-13.

The second program change deleted one Assistant J ail Administrator/Deputy Sheriff Detention
Colonel (E-10) for a cost savings of $114,418, including salary and benefits. This is due to an
internal reorganization at the request of the Sheriffs Office.

The third program change added one Deputy Chief-Administrative & Accreditation Standards (E-
13) for a cost of $102,288, including salary and benefits. This is due to an internal reorganization
at the request of the Sheriffs Office. This position will be responsible for providing leadership
guidance, direction and overall management actions to operate the Countys Adult
Detention/Corrections System on a daily basis, consistent with departmental policies and good
management practices ensuring discipline, safety, and security while conforming to county, state
and federal regulations. The position will also assist with long and short-term planning for
programming and facilities and for coordinating staff activities, as well as developing long-term
strategies for obtaining national jail accreditation.

Policy Considerations: In FY 2012-13, the Sheriffs Office worked with the Office of the County
Manager to develop a comprehensive study on jail staffing needs, which included post-by-post analysis,
reallocation of officers from administrative duties, and attendance and vacancy issues. This study
followed the National Institute of Corrections Staffing Analysis, as well as the Texas Commission on J ail
Standards study. At the full bed capacity of 4,563, it was determined the jail would need 621 FTEs (full-
time equivalents) for the core posts in the living units and corridors; 237 FTEs for secondary jail
operations; and 24 FTEs for support operations, for a total of 882 FTEs. This established baseline staff
for 4,563 inmates in the jail. This years adopted budget authorizes 830 uniformed staff, which will meet
the staffing needs at current and projected jail population.

The Adult Detention Center was allocated a total $1,204,153 for capital expenses, which include $98,674
for kitchen equipment within the Adult Detention Center General Fund budget, $89,124 for facilities
improvements, which was allocated in the Facilities and Parks-Adult Detention Center General Fund
budget, as well as $1,016,355 in the Capital Improvement Fund. Included in the Capital Improvement
Fund are Handheld Devices for inmate management ($250,000), Adult Detention Center Improvements
($247,500), Stab Resistant Vests ($200,000), Washer Replacements ($104,250), Ruggedized Notebooks
420
for the Classification Section ($64,932), Tray Washers ($96,552), Dryers ($35,541), and Gas Convection
Ovens ($17,580). Funding is also provided in grants for Stab Resistant Vests in the amount of $31,840.


FY 2011-12 FY 2012-13 FY 2013-14

Detention Comal Street

Administrative Clerk I 2 2 2
Assistant J ail Administrator 0 1 1
Assistant J ail Administrator/Deputy Sheriff
Detention Colonel
1 1 0
Clerk 1 1 1
Clothing/Property Supervisor 1 1 1
Clothing/Property Technician* 15 15 15
Deputy Chief-Administrative & Accreditation
Standards 0 0 1
Deputy Sheriff Detention 429 430 430
Deputy Sheriff - Detention Cadet 40 40 40
Deputy Sheriff-Detention Captain 6 6 6
Deputy Sheriff-Detention Corporal 114 115 115
Deputy Sheriff-Detention Lieutenant 6 6 6
Deputy Sheriff-Detention Sergeant 53 53 53
Detention Population & Intergovernmental
Administrator
1 1 0
Employee Disciplinary/Grievance Tech 1 1 1
G.E.D. Instructor 1 1 1
Inmate Booking Clerk 2 2 2
Inmate Disciplinary Technician 1 1 1
Inmate Human/Education Services Supervisor 2 2 2
J ail Administrator 1 1 1
J ail Programs Manager 1 1 1
Laundry Supervisor 1 1 1
Laundry Technician* 5 5 5
Librarian 1 1 1
Library Clerk 2 2 2
Mail Courier 3 3 3
Match/Patch Coordinator 1 1 1
Match/Patch Technician 1 1 1
Prison Rape Elimination Act Coordinator 1 1 1
Processing Clerk 5 5 5

421

FY 2011-12 FY 2012-13 FY 2013-14
Security Monitor I 7 7 7
Senior Administrative Supervisor 1 1 1
Subtotal - Comal Street 714 717 716
Detention Annex
Deputy Sheriff-Detention 179 179 179
Deputy Sheriff-Detention Captain 1 1 1
Deputy Sheriff-Detention Lieutenant 6 6 6
Deputy Sheriff-Detention Sergeant 5 5 5
G.E.D. Instructor* 1 1 1
Paralegal Librarian 1 1 1

Subtotal - Annex 219 219 219

Total Sheriff - Adult Detention Center 933 936 935

422
SHERIFF - LAW ENFORCEMENT

Mission:
To ensure public safety and security for the citizens of Bexar County
To accept, register and thoroughly investigate all complaints of alleged misconduct by all
Sheriffs Office employees, and to provide equal and fair investigation
To provide superior, efficient and cost effective service to all State Criminal Courts, County
Criminal Courts, Magistrate Courts and Probate Courts
To pursue and apprehend fugitives from justice in Bexar County, across the State of Texas and
the United States of America
To pledge the prompt delivery of civil process from the State District Courts, County Courts,
Probate Courts and all other courts in Bexar County, Texas and provide professional and
expedient delivery of civil process service to all citizens of Bexar County in the name of the
Sheriff.
To strive to have nothing less than excellence while performing our civil process duties
To maintain a productive and efficient work environment while striving to eliminate duplication
and waste
To be professional and accountable in duties while managing our resources, effectiveness and
above all protecting our integrity.
To ensure public safety and security for the citizens and visitors of Bexar County
To train and educate the Deputy Sheriffs, Tele-communicators, and civilian employees of the
Bexar County Sheriffs Office and to provide concise and effective policies and plans to enable
the smooth and efficient functioning of the Sheriffs Office
To conduct competent investigations in order to enforce the law efficiently and impartially while
protecting lives, property and the rights of all people and developing strong community
partnerships to improve the quality of life for the citizens of Bexar County and those entrusted in
our care
To serve Bexar County by providing the greatest possible protection for the citizens, judiciary,
and county employees by maintaining the highest standards of vigilance in security matters and
integrity in daily practices
To provide a professional, trained, skilled, effective, and compassionate response to the execution
of mental health related court ordered processes
To provide a supporting coordinated effort to individuals suffering from mental health crises by
working in partnership with community mental health providers to successfully defuse and
deescalate a mental health crisis
To serve as the critical communications link between the citizen and public safety services and to
carry out this mission, by providing the public, external agencies and internal units courteous and
immediate responses, accurate records, timely service and quality training with the highest
standards of integrity and performance.

Vision:
To be the benchmark agency for professional, efficient and effective law enforcement, detention
and jail services
To ensure employees of the Bexar County Sheriffs Office are held to a higher standard of conduct
in order to preserve the essential relationship of trust and confidence within the community
To work in conjunction with all law enforcement agencies to apprehend the individual whom is
wanted for a crime and make our community and Bexar County, Texas a safer place to live
- FUND: 100
ACCOUNTING UNIT: 2001, 2002,
2006, 2007, 2010, 2012, 2013,
2099, 2101, 2199, 2200, 2205,
2300, 2400, 2401

423
To be relentless, diligent and professional while in pursuit of any and all absconders and to do this
in a manner of professionalism and integrity that the community and citizens of Bexar County
deserve and expect
To provide professional and expedient civil process to the court system and citizens of Bexar
County
To be the benchmark for professional, efficient and effective law enforcement and related services.
To provide benchmark training, policies and procedures for law enforcement, detention,
telecommunications and jail operations
To provide the highest quality investigations to the citizens of Bexar County.
To use technology and training to provide Bexar County with superior safety and security
To secure and efficient transportation of prisoners to court, with greater comfort and dignity Public
To maintain teamwork, technology and excellence


Administration:
Provide vigorous preventative and enforcement activities
Provide a safe and secure environment for inmates, staff and public
Maintain compliance with the Texas Commission on J ail Standards
Ensure requests for service from citizens are dispatched promptly and that public safety
responders are provided the necessary tactical and operational support to carry out their assigned
duties
Ensure safety and security of the civilians, judges, employees, and inmates within the County
Courts-at-Law, District Courts, Presiding Courts, Magistrate Courts and J uvenile Courts of the
Courthouse, J ustice Center and J uvenile J ustice

Professional Standards and Integrity:
Receive complaints and concerns
Ensure all citizen complaints are handled in all alleged misconduct
Promote employee excellence by investigation of alleged misconduct
Promote community confidence in the Sheriffs Office
Ensure fair, impartial, and equal investigation of alleged employee misconduct

Criminal Investigations Division:
Commitment to service: provide the highest quality of investigative services to the community
and other law enforcement agencies
Recognize the individual needs of people: conduct investigations efficiently and impartially
while protecting lives, property and the rights of all people
Be responsive to community needs: implement strong community partnerships through
enforcement, educational and crime preventive programs to improve the quality of life for the
citizens of Bexar County
Efficient utilization of resources: provide quality services in the most efficient and cost effective
manner
Meeting the challenges of the future: provide the highest quality of service with the use of
technological advancements, continued training and efficient use of resources
Commitment to employees: to provide good working conditions, proper training and resources to
perform their assigned duties

424
Court Services Division:
To ensure safety and security of the civilians, judges, employees, and inmates within the
County Courts-at-Law, District Courts, Presiding Courts, Magistrate Courts and J uvenile
Courts of the Courthouse, J ustice Center and J uvenile Justice
To apply proactive crime prevention procedures to deter crime at all Bexar County J udicial
Buildings.
Maintain officer readiness availability to respond to any incidents that may jeopardize security
and safety at all County facilities
Maintain security of 1.5 detention holdover in the J ustice Center for the protection of inmates
Provide safe and secure transportation of inmates to and from court in the J ustice Center,
Courthouse, J uvenile J ustice Center, Federal Courts, City Magistrates court
Provide immediate law enforcement response to incidents and calls of service to any incident
occurring at facilities or properties controlled or owned by Bexar County in the inner city
Assist the public in and around the Bexar County facilities in a manner as to reflect the highest
professionalism and compassion possible
Provide the courts with the conduit through which to process service and paperwork to and
from the Sheriffs Office
Through the use of technology and training, develop a security plan to be put in place in the
event of emergencies or disaster
Maintain an efficient "Emergency Response Team E.R.T. team capable of responding to any
emergency situation that threatens the security of the judges, employees, civilians and inmates
of all county facilities
Oversee daily operating and activities of the Mental Health Unit

Patrol:
Providing vigorous preventative and enforcement activities
Providing quality and equitable services in the most efficient and cost effective manner and
by treating each citizen with the highest respect and courtesy
Obtaining community cooperation by establishing and maintaining a meaningful and
productive partnership with citizens to resolve community problems and improve the quality
of life
Recognizing that our neighborhoods/communities must be involved to control crime

Public Safety Communications:

Answering 9-1-1, non-emergency, and other calls for service from citizens in the most
professional manner possible while doing so as effectively as possible
Ensuring that requests for service from citizens are dispatched promptly and that public safety
responders are provided the necessary tactical and operational support to carry out their
assigned duties
Ensuring that criminal justice information is entered, validated and safeguarded through the
training of staff, development of policies, and by using appropriate physical and technical
security
Providing responsive user, hardware, and system support for deployed public safety
communications platforms such as but not limited to the City of San Antonio / Bexar County
Radio System, CAD System, and Mobile Data Systems
Providing public safety communications technology training to empower users, improve
business processes, and reduce operational downtime
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Acting as an internal Technology consultant to Executive Staff to identify public safety
communications technology internal / external dependencies as they independently develop
and implement their respective operational / business plans
Improving short term and long term public safety technology Strategic Planning to enhance
business process automation and reduce technology stagnation

Academy and Policy:
Meet or exceed TCLEOSE training requirements
Improve training course offerings
Improve training management
Ensure development of policies and procedures meet Sheriffs Office needs
Reinvigorate the Sheriffs Reserve Division
Provide high-quality Honor Guard ceremonial support to select events as identified by the
Sheriffs Office

Judicial Services and Warrants:
Track, locate and arrest violent and non-violent criminal fugitives from justice
Provide services to the courts by entering active fugitive warrants into local, state and
national databases expeditiously, accurately and efficiently
Providing cost-effective extradition services for fugitives apprehended outside of Bexar
County and the State of Texas
Conduct research on fugitives to reduce man-hours and provide a higher arrest rate when
tracking individuals
Civil:
To improve the services (delivery) of civil documents
To use manpower effectively and efficiently
To expand on Civil process service during yearly in-service and continuing training
To allocate the resources available and utilize them to maximize performance

Program Description: Administration provides leadership and direction to operational and support
units to effectively and efficiently achieve the mission and objectives of the Sheriffs Office.

The Professional Standards and Integrity division investigates all citizen complaints and alleged charges
of misconduct, assists public with general information, articulates to citizens when alleged misconduct is
proper conduct per Policy and Procedure, investigate all complaints from Inmates of the Detention
Facility, reports findings to the Sheriff and Division Administrators, serve Administrative Orders (e.g.,
Administrative Leave, Proposal for Dismissal, Order of Dismissal, Fitness for Duty, etc.), coordinate with
Federal Authorities on any activity identified as a Civil Rights Violation being investigated by them,
coordinates and works with Patrol and other Divisions during emergency situations, operates and oversees
Random Drug Testing under the Collective Barging Agreement, and prepares case jackets for Open
Records Request.

The Criminal Investigations Division is responsible for the initiation and follow-up investigation of
crimes committed against persons and property. Investigators and/or Deputies are responsible for
completing and properly preparing a case for prosecution. Follow-up investigations consists of an on-
scene investigation, locating and interviewing victims, witnesses and suspects, surveillance, working with
other agencies (law enforcement and social) and preparing a detailed case for prosecution. Initiating
cases consist of covert and special operations. Special operations are conducted for proactive measures in
reducing property crimes.

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The Court Services division assigns deputies as mandated by state statute, transports all inmates from the
Adult Detention Center to all courts as mandated by court orders, operates the 1.5 detention holdover cell
in an efficient, safe manner that complies with Texas J ail Standards, maintains the Communications
Dispatch Center for the Court Services Division, summons all Bexar County Sheriffs Office deputies for
court appearance, administers the security surveillance monitor initiative at all entrances to judicial
buildings, and provides basic law enforcement services in the central sector of the inner city.

The Patrol division provides basic law enforcement services including aggressive traffic/DWI
enforcement to residents in the unincorporated areas of the County, develops community programs
designed to reduce crime, develops effective, coordinated enforcement strategies to curb alcohol related
offenses, works with the community to develop lasting, working relationships to improve quality of life
issues, uses innovative technological solutions to enhance our responsiveness to the community, gathers
meaningful quantitative data to identify trends and patterns useful in the reduction of traffic accident
fatalities, implements strategic partnerships with local intervention programs to better help victims of
crime, trains citizens to be the eyes and ears of law enforcement, and develops coordinated strategies
with other public safety agencies to identify and combat homeland security issues.

The Public Safety Communications division provides quality customer service to citizens calling for
assistance, uses innovative technology solutions to enhance our responsiveness to the community, gather
meaningful quantitative data to identify trends and patterns useful in deployment of operational resources,
trains all personnel accessing the Texas Crime Information Center (TCIC), National Crime Information
Center (NCIC), Texas Law Enforcement Telecommunications System (TLETS), National Law
Enforcement Telecommunications System (NLETS) systems in their use as well as TCIC/NCIC policy
and procedures, enters all Protective Orders, Missing Persons, Stolen Vehicles, and Guns into Texas
Crime Information Center (TCIC), National Crime Information Center (NCIC) and performs all Wanted
Person/Stolen Vehicle Hit Confirmations, validates monthly all Protective Order, Missing Person, Stolen
Vehicle, and Gun records provides Tier 1 and limited Tier 2 support for all public safety communications
and technology hardware platforms in use within the Sheriffs Office 24/7, manages, monitors, maintains,
and troubleshoots multiple systems not directly supported by Bexar County Information Technology such
as but not limited to the City/County Radio System, CAD, and Mobile Data Systems, develops and
manages E-Sheriff initiatives, improves technical support and planning services by informally drafting
subject matter experts with appropriate technology skills to provide direct support to specialized projects
within their respective Division/Section.

The Training Academy and Policy section provides in-service training various certifications and courses,
ensures officers are in compliant with NCIC/TCIC requirements and the Prison Rape Elimination Act,
collaborates with other Department heads to establish goals, objectives and policies for the management
of the Sheriffs Office, works with Divisional leaders to ensure conformity with policies, procedures and
Sheriffs directives, analyzes work product, assignments, priorities and staffing levels confers with
Divisional leaders to review data, discuss options and providing factual reports, initiates special projects
and research programs to improve process efficient and implements process improvements, assists in
coordination of the development, implementation, and evaluation of a strategic plan, organizational
development and effectiveness by providing policy, statistical, and legislative support, conducts
managerial and organizational reviews and studies, reviews organizational structure and offers
recommendations for reassignments or consolidation of functions as appropriate.

The J udicial Services and Warrants section pursues and apprehends all criminal fugitives by arrest or
extradition from other law enforcement agencies, transports fugitives in a safe and cost-effective manner
back to Adult Detention Center to await disposition by the court, enters and researches fugitive warrants
issued by the courts into local, state and national databases, provides validation of warrants already
427
entered into the databases to insure that the most current information on the fugitive is available to law
enforcement agencies, and returns executed warrants to the court for disposition.

The Civil section of the Sheriffs Office services the courts of Bexar County to serve all civil process.
This includes citations, executions, orders of sales, writs, child attachments, commissioner court sales,
subpoenas, tax sales, Attorney General Documents. We maintain an accurate maintenance of attempted
service as well as documents served. All civil process is performed and served by professional law
enforcement deputies of the Sheriffs Office.


FY 2011-12 FY 2012-13 FY 2013-14

Number of Patrol CAD Incidents 183,492 218,728 260,286
Minor Complaints 168 198 204
Total number of Standard Inmate Transports 64,987 75,347 66,936
Total 9-1-1 Calls Answered 103,215 123,370 136,071
Basic J ailer Course (courses/students) 3/76 5/133 9/225
Fugitive Warrants Executed 8,075 4,466 6,270
Subpoenas Received 11,687 9,090 7,072
Number of Patrol CAD Incidents Handled Without a
Report
94,206 84,072 109,320
Minor Complaints Handled per Investigator 65 100 120
Number of Total Emergency Detention Transports 18 17 19
Average Call Duration per 9-1-1 Call (Minutes) 2:15 2:30 2:20
Fugitive Warrants executed (2 per team) 806 446 626
Average Subpoena Served by Deputy 308 223 161

Percent of Patrol CAD Incidents Handled Without a
Report
51% 38% 42%
Investigations Completed within Collective
Bargaining Agreement 180 day period
100% 100% 100%
Percentage of Courts Staffed 100% 100% 100%
Percent of 9-1-1 Calls Answered (<10 seconds) 55% 54% 54%
Fugitive Warrants Executed 21% 12% 12%
Subpoenas Served 63% 58% 58%

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Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Operational Expenses 1,784,485 1,922,635 1,980,507 2,074,518

Total $48,138,985 $48,728,105 $52,502,434 $53,146,761


The FY 2013-14 Adopted Budget increased by 1.2 percent when compared to FY 2012-13

The Personnel Services group increased by less than 1 percent when compared to FY 2012-13
estimates due to increased employer costs for health insurance and full-year funding for five
temporary Deputy Sheriff Law Enforcement Officers for Courthouse Security. These temporary
officers will alleviate the need for paid overtime for full-time Deputy Sheriff Law Enforcement
Officers in Courthouse Security. Courthouse Security is allocated 7,800 hours for the entire fiscal
year at the minimum pay of a temporary Deputy Sheriff Law Enforcement Officer.

The Travel and Remunerations group increased by 39.3 percent when compared to FY 2012-13.
Funding is provided for public safety training and other required training. The Office began an
initiative to fully train staff on topics such as internal affairs certifications, property management,
narcotics, investigations, court security management, homeland security, tactical operations,
telecommunications, TCLEOSE, prisoner control, civil processes, emergency response, and public
information conferences.

The Operational Costs group increased by 4.7 percent when compared to FY 2012-13 estimates
primarily due to an increase in Contracted Services. These services include various investigative
online tools, polygraph and drug testing for employees, towing services, as well as public
information tools and services for the new Communications Section in the Sheriffs Office.

The Supplies and Materials group increased by 2.8 percent when compared to FY 2012-13
estimates, which is primarily due to an increase in the cost of ammunition and new safety
equipment. The newly implemented Emergency Response Team (ERT) in Courthouse Security
will require additional ammunition, as well as tactical equipment, including plate carriers,
velocity plates, ballistic helmets and shields, breaching kits, and other tactical gear, as well as
funding for weapons. Funding was also provided for ammunition ordered in FY 2012-13;
however, due to the availability of ammunition, funding was adopted to FY 2013-14 to cover
these costs

Funding in the amount of $135,000 is funded in the Capital expenditures group for vehicle
attachments.
429
The FY 2013-14 Adopted Budget included two program change in the amount of $77,875 as
described below:

The first program change added one Technical Support Specialist IV (NE-12) for a cost
of $68,172, including salary, benefits and a cell phone data plan. This position will
support the radios assigned to the Bexar County Fire Marshal's Office and any external
fire departments with radios that are on the system. Additionally, this position will be
used to better support the deployment and ongoing support needs of the software (Mobile
& ETI Fire Records Management) used by external agencies as it relates to their day-to-
day operations. This position will also support the Bexar County Regional Information
Hub (BC-RISH) and any newly implemented platforms.

The second program change added one part-time Evidence Receipt Clerk (NE-03) for a
total cost of $9,703, including salary and benefits. This position will purge items in the
Sheriffs Office property room, where an estimated 175,000 items are stored. This
position will be responsible for purging these items, for destruction or sale after a case is
adjudicated. Capital improvements have been made in the Comal Parking Garage for an
expanded evidence room.

Policy Considerations: Within the Law Enforcement General Fund budget, two new sections are
funded. The first section is the Court Services Emergency Response Team (ERT). The ERT staff will be
chosen from the existing Court Services Law Enforcement Officers. Funding is provided for training,
ammunition, weapons, and ballistic equipment. The ERT will provide immediate response to threats and
attacks to the seat of county government, county courts-at-law, criminal and civil district courts, and the
Fourth Court of Appeals. The responsibility of the ERT is to contain and mitigate a threat until the
deployment of the BCSO Patrol Services SWAT. The amount for this new section is $235,361. This
program will be phased in over the next few fiscal years. In FY 2012-13, seven Deputies were chosen to
train for ERT. Training will be conducted in-house by BCSO Patrol Services SWAT. It is anticipated by
the Sheriffs Office that eight more officers will become members of ERT, which will be addressed in FY
2014-15.

The second section being funded is the Communications Section. This section will provide internal and
external communications for the Sheriffs Office, which includes communications for change
management within the Office, annual reports, public information, employee communication for over
1,600 Sheriffs employees, and community events and community initiatives.

Within the Non-Departmental General Fund budget, $2,924,789 is funded for an increase in special
allowances and a three percent salary adjustment for officers. This is budgeted in accordance with the
Collective Bargaining Agreement signed in May 2012.

Funding is allocated in the Capital Improvement Fund for capital projects in the amount of $5,789,287,
which include a Records Management System ($4,500,000), COBAN Digital Video System ($300,000),
Criminal Investigations Division Desktop Replacement with Toughbooks ($228,000), Academy Parking
Lot Surfacing ($196,497), Patrol Shotguns and Vests ($169,000), Omnixx Force Web ($152,040), Patrol
and SWAT Tasers ($102,000), Tasers for the Warrants Section ($37,620), Ballistic Shields for the
Warrants Section ($14,130), and Level IIIA Body Armor for Patrol ($90,000).

Grant funding is also being provided for Bulletproof Vests for Patrol in the amount for $43,725.

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FY 2011-12 FY 2012-13 FY 2013-14
Sheriff Administration & Operational

Change Management Specialist^ 0 1 1
Chief Communications Officer^ 0 1 1
Chief Deputy 1 1 1
Clerk 3 3 3
Crime Victims Liaison 1 1 1
Deputy Chief - Training, Plans &
Standardization^ 0 1 1
Deputy Chief - Criminal Investigations^ 0 1 1
Deputy Chief - Patrol^ 0 1 1
Deputy Chief^ 3 0 0
Deputy Sheriff Law Enforcement 321 321 321
Deputy Sheriff - Law Enforcement Captain 4 4 4
Deputy Sheriff - Law Enforcement Lieutenant 13 13 13
Deputy Sheriff -Law Enforcement Sergeant 37 37 37
Deputy Sheriff -LE Investigator 37 42 42
Digital Imaging Specialist^ 4 2 2
Director of Communications & Tech Service^ 1 0 0
Director of Grants & Public Information 1 1 1
Evidence Receipt Clerk** 3 3 3.5
Fingerprint Examiner* 12 12 12
GIS Analyst 1 1 1
Latent Print Examiner 1 1 1
Manager ID & Records 1 1 1
Office Assistant II* 3 3 3
Operations Supervisor - Patrol Division 1 1 1
Pre-Employment Coordinator 1 1 1
Pre-Employment Specialist 2 2 2
Public Safety Communications Manager 1 1 1
Public Safety Communications Supervisor 4 4 4
Public Safety Dispatcher I 21 21 21
Public Safety Dispatcher II* 11 11 11
Public Safety Operator 11 11 11
Records & ID Services Supervisor 1 1 1
431

FY 2011-12 FY 2012-13 FY 2013-14
Records Supervisor 4 4 4
Records/Identification Clerk* 43 43 43
Sheriff 1 1 1
Technical Support Specialist III 1 1 1

Subtotal - Administration & Operational 575 580 581.5

Court Security
Deputy Chief - Court Security & J udicial
Services^ 1 1 1
Deputy Sheriff - Law Enforcement 109 109 109
Deputy Sheriff - Law Enforcement Lieutenant 1 1 1
Deputy Sheriff -Law Enforcement Sergeant 4 4 4

Subtotal - Court Security 118 118 118

Total Sheriff Law Enforcement 693 698 699.5

^Mid-year program change in FY 2012-13.
**One part-time position.

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SHERIFF - SUPPORT SERVICES

Mission: The Sheriff Support Services includes Personnel, Business Office, Warehouse, and Technical
Services sections. The Personnel Sections mission is to support Public Safety through effective
oversight and implementation of human resource services to the Bexar County Sheriffs Office. The
Business Offices mission is to be progressive in their abilities to provide superior service, increase
productivity, implement procedures that are cost effective, and provide leadership in the allocation and
disbursement of county funds. The mission of the Warehouse Section is to provide professional delivery
and professional management of all requested supplies and to meet and exceed the challenges of an ever
changing supply environment. The Technical Services Sections mission is to improve staff efficiency
and increase productivity through the research, planning, acquisition, implementation and support of
applicable technologies.

Vision:
Personnel:
To support Public Safety through effective oversight and implementation of human resource services to
the Bexar Countys Sheriffs Office.

Business Office:
To excel in service and support to all Sheriffs Office Division, County entities and the public while
persistently pursuing innovative and cost effective methods to reduce costs and increase efficiency.

Warehouse:
To be a good stewards of Sheriff Office resources and to support to those who protect and serve.

Technical Services:
To increase the transparency of the technology layer and respective components that support the
organizations automated business processes and to blend technology with the other significant business
process components (human resources, best business practices, policies, etc.) to meet or exceed ever-
increasing citizen expectations.

Personnel:
To provide leadership by promoting a broad set of principles and standards of conduct, which will
govern the employer/employee relationship and enable the Sheriffs Office to successfully
provide for public safety
To facilitate the implementation of plans and procedures that address the resource needs of the
Sheriffs Office
To provide quality services accessible to all employees
To limit possible litigation by promoting Human Resources principles which enable the Sheriffs
Office to function in an effective manner

Business Office:
Process, reconcile and deposit all funds, cashier reports and deposit warrants to County Auditor
and Treasury within three business days
Collect, distribute, bills of cost, capias, J ustice of the Peace administrative fees, and other
miscellaneous transactions on a daily basis
Process all bond types, surety, Personal Recognizance Bonds, Out of County, and Capias
- FUND: 100
2704-2706
433
Prepare and type manual check for Civil Division which include refunds and disbursements
Process all requisitions for all services within a 24-hour period in the Lawson Financial System
Ensure equipment service call for fax/copier are completed in a timely manner to prevent work
delays
Process and maintain extradition funds to ensure travel expenditures are processed timely in order
to replenish the funds on hand
Staff will effectively cross train in all areas within the Business Office on in-house processes and
procedures to ensure effectiveness
Collect and cashier bond forfeitures timely and effectively on a daily basis
Process refund, disbursement checks, and ensure check stock is maintained

Warehouse:
Receive, safeguard and effectively dispense all supplies and materials ordered and required of the
Bexar County Sheriff Office
Monitor and process all requisitions effectively and efficiently
Review and reduce all excessive ordering
Conserve all available resources
Ensure that operations in the Warehouse are timely and 100% accurate
Communicate effectively with all internal and external customers on supplies utilization
Train all personnel on being good stewards of resources and be financially conservative
Support all operations of the Bexar County Sheriff Office by planning for, storing and delivering
all required items
Implement and use technology to reduce waste and improve efficiency and accountability

Technical Services:
Minimize business process downtime resulting from a failure of any technology component
Improve technical support and planning services by informally drafting subject matter experts
with appropriate technological skills to provide direct support to specialized projects within their
respective division/section
Position a transition towards a managed competition environment including service charge back
and transfer of managerial responsibility
Continue the migration of technological infrastructure from mainframe to client/server: robust
enterprise server, database backend licensing, with the objective being to completely replace our
infrastructure
Aggressively develop and manage our E-sheriff efforts by empowering citizens and staff through
the provision of information via our public Internet presence and the development of our
organizational Intranet

Program Description: The Personnel section supports employment and human resource functions
for the Sheriffs Office including, but not limited to recruitment, job postings, rehires, and processing pre-
employment assessments. Personnel is also responsible for all timekeeping transactions, tracking of
military leave, payroll submittals including shift, duty, and supervisory differentials, detention and law
enforcement step pay plans, education incentives, uniform and parking allowances, law enforcement and
jailer proficiency certification pay, and overtime and compensatory time. This section also responsible
for maintaining all employee files. Personnel also processes promotion and transfer lists to market,
enroll, and qualify applicants through the civil service procedures. This section also issues and maintains
the badges, credentials and parking permits within the Sheriffs Office. Any employee medical or injury
related events that involving long-term absences, Family Medical and Leave Act (FMLA) requests,
workers compensation, and/or light duty. This section also maintains the standards of the Collective
434
Bargaining Agreement (CBA) and assists supervisors with any application the agreement. This section
accepts walk-ins and telephone calls regarding employees returning to work, sick leave balances, payroll,
FMLA, workers compensation claims, light duty, employment, and/or resignations. This section is also
involved with the employee grievance processes and hearings with Bexar County Sheriffs Civil Service
Commission and supports the Sheriffs Office with employee disciplinary actions.

The Business Office processes and ensures all account payables are paid accurately and in timely fashion.
This section collects, audits, and deposits collections and payments for the Civil Division to include,
Order of Sales, Executions, Tax Suit, as well as, other various fees. This section also processes inmate
restitution payments from the Banking Section and from the courts. The Business Office collects,
verifies, cashiers, and deposits funds for Cash Bonds and Capias Profine on a daily basis. This
section also prepares and processes Extradition trip vouchers and ensures requisitions are processed
timely to replenish extradition funds. This section also processes all service and reimbursement
requisition in Lawson. The Business Office maintains records, archives annually and prepares annual
reports on all transactions performed. This section is also responsible for cashiering all quantities of cash,
business checks, and money orders for the Sheriffs Office and resolves any inquiries pertaining to
Business Office transactions and various procedures. This section creates and tracks collection letters for
Bond Forfeitures and tracks inventory for in and out of county transactions.

The Warehouse section provides internal and external customer service and answers phone calls in a
prompt, efficient, respectful, and dignified manner. The Warehouse section opens any incoming
correspondence and disseminates to the appropriate desk/area for continued processing. All funds that are
utilized are accounted for through the Warehouse section. This section also trains customers on the
requirements of processing a requisition in the Lawson system and processes customer supply requests
within 48 hours of receipt. This section is also responsible for reviewing requisitions for accuracy and
appropriateness of supply issuance.

The Technical Services section provides direct responsibility for the complex mainframe environment
that is comprised of several hundred zero client machines and printers requiring intimate familiarity with
the complex technology layer and infrastructure that supports the unique mission-critical and life safety
business processes, which includes security access for several thousand users (Bexar County, multiple
local, regional, state and federal law enforcement agencies) for the Computer Assisted Dispatch System
(CADS), Inmate Management Information Systems (IMIS) and several subsystems with the Criminal
J ustice Information System (CJ IS). This section also manages the staffs access to the National Law
Enforcement Telecommunications System (NLETS), National Crime Information Center (NCIC), Texas
Crime Information Center (TCIC) and several San Antonio Police Department systems. This section also
provides direct responsibility of the complex computer environment that is comprised of several hundred
workstations, multiple servers and a variety of network components including: fiber optic cabling,
switches, routers, etc.

FY 2011-12 FY 2012-13 FY 2013-14
Number of Employee Personnel Files Maintained 6,586 6,619 6,694
Number of Bail Bond Fees Collected, Cashiered,
Deposited
32,133 36,064 40,391
Number of Supply Requisitions Submitted 26,000 30,000 30,000
Support Call Requests 18,500 20,000 22,500

435

FY 2011-12 FY 2012-13 FY 2013-14
Number of Records Maintained per FTE 311 297 372
Number of Weekly deposit-bail bond fees 2,677 2,755 3,366
Average time to process a Requisition in Lawson
(minutes) 15 12 12
Average Time per Support Call Resolved
Mainframe (minutes) 10 15 10
Percentage of Labor Relation Lawsuit Activity per
Size of Workforce
2% 3% 3%
Bail bond fees 535 551 673
Percent of Requisitions Processed in 24 hours 80 85 85
Percentage of Support Calls Resolved - Mainframe 100% 100% 100%

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $1,968,496 $2,165,990 $2,144,238 $2,429,628


The FY 2013-14 Adopted Budget increased by 13.3 percent when compared to FY 2012-13 estimates
as described below.

The Personnel Services group increased by 3.8 percent when compared to FY 2012-13 estimates.
Two program changes were approved.

The Travel and Remunerations group is a new appropriation allocated for training within the Sheriffs
Support Services budget. The Office began an initiative to fully train staff on topics such as labor
relations, employment law, human resource administration, and warehouse management.

The Operational Costs group increased significantly when compared to FY 2012-13 estimates
primarily due to funding for technology in the amount of $85,638. Funded technology includes
accounting software, financial software, check-writing software, printer and computer replacements,
port switches, and media storage. Funding was also provided for recruitment services and critical
incidence counseling for Deputies, separate and apart from counseling services provided as part of
employee counseling services, as this was deemed a specialized counseling need.

436
due to funding for office furniture in FY 2013-14. Some furniture within the Sheriffs Office is in
need of replacement. Funding is also allocated to replace pallet jacks, carts, and shelving for the
Warehouse.

The FY 2013-14 Adopted Budget included two program changes in the amount of $110,020 as
described below:

The first program change added one Banking Supervisor (E-04) in the amount of
$55,010, which includes salary and benefits. During an internal audit, it was found that
Banking Supervisors were handling responsibilities of the clerks. The addition of this
position will allow the Banking Supervisors to supervise the clerks, as recommended by
the County Auditors Office.

The second program change added one Human Resource Analyst (E-05) in the amount of
$55,010, which includes salary and benefits. This position will be responsible for
handling process analysis, data mining and analysis, new processes to address personnel
and workflow issues, and employee audits and reports. The Office is currently working
on reducing manual processes through use of technology tools and software.


FY 2011-12 FY 2012-13 FY 2013-14

Banking Supervisor 4 4 5
Business Manager 1 1 1
Business Office Operations Supervisor 1 1 1
Business Office Supervisor 1 1 1
Chief Administrative Officer^ 0 1 1
Clerk 1 1 1
Deputy Chief - Inmate Fiscal Services^ 1 0 0
Director of Administration^ 1 0 0
Grievance & Appeals Specialist 1 1 1
Human Resources Analyst 0 0 1
Human Resources Manager 1 1 1
Inmate Banking Clerk 12 13 13
Lead Accounting Clerk 3 2 2
Network Architect II 1 1 1
Personnel Supervisor 1 1 1
Senior Technology Business Analyst* 1 0 0
Software Engineer* 0 1 1
Supply Clerk I 2 2 2
Technical Services Manager 1 1 1
437

FY 2011-12 FY 2012-13 FY 2013-14
Worker's Compensation/Light Duty Coordinator 1 1 1

Total - Sheriff's Office Support Services 43 43 45
*Position was retitled during FY 2011-12.

^Mid-year program change in FY 2012-13.

438

TAX ASSESSOR - COLLECTOR

Tax Assessor-
Collector
Chief Deputy of
Operations
Chief Deputy of
Administration
Aide to the
Tax Assessor-
Collector
Financial
Reporting
Administration
Communications
Support
Motor Vehicle
Registration
Property Tax
Training &
Development
Specialist
439
TAX ASSESSOR - COLLECTOR

Mission: The Tax Assessor-Collectors mission is to calculate the ad valorem property tax levy,
administer collections, centrally provide remittances and reporting to all taxing jurisdictions, as well as
provide vehicle registration and titling services as an agent for the Texas Department of Motor Vehicles
and the Texas Alcoholic and Beverage Commission.

Vision: To serve as a leader in providing enhanced and innovative levels of customer service with
professionalism and pride.


Provide taxing jurisdictions with easy, secure, and continuous access to tax assessing and
collection information and data for their area.
Provide incentives and reduce barriers to the public to support improved tax assessing, collecting
and vehicle titling services, i.e., one stop services.
Serve as a model for other county agencies or offices by providing good management and
maintaining effective internal controls.
Minimize redundant operations and systems.
Develop a seamless process for remitting payments to taxing jurisdictions.
Support and fund pilot programs to quickly assess emerging technologies and approaches to cash
management, tax assessment and collection, and vehicle registration and titling.
Assume a greater leadership role to identify and resolve issues.
Foster a learning organization with a supportive work environment where all employees can
acquire the knowledge, skills, and tools to succeed and are valued and respected for their shared
contributions to the organizations mission.

Program Description: The Tax Assessor-Collector is elected Countywide for a term of four
years. The Tax Assessor-Collector has two primary areas of responsibility: calculation and collection of
ad valorem taxes and the registration and titling of motor vehicles. The Tax Assessor-Collector also acts
as an agent for the Texas Department of Motor Vehicles, Texas State Comptroller of Public Accounts and
Texas State Beverage Commission to collect beer and liquor license fees.

Ad Valorem Taxes The Tax Assessor-Collector is responsible for the assessment and collection of
current and delinquent ad valorem taxes on real and personal property for Bexar County and forty-five
other taxing units. Included in the collection of taxes is the mailing out of a combined tax statement.
Consolidation of all tax collection with the Tax Assessor-Collector yields savings in cost of tax collection
for all taxing entities, and therefore the County citizens. Bexar County and all other taxing units have
designated the Tax Assessor-Collector as the official who calculates the annual effective tax rate.

Motor Vehicle Registration and Titling The Tax Assessor-Collector acts as an agent for the Texas
Department of Transportation Division of Motor Vehicles Titles and Registrations and the State
Comptrollers of Public Accounts in registering, licensing, titling, and collecting sales tax on motor
vehicles in Bexar County.

The Tax Assessor-Collector operates three branch offices located in highly populated areas of the County.
These satellite locations provide the citizens of Bexar County convenient access to services provided by
the Office of the Tax Assessor-Collector.
- FUND: 001
AGENCY: 107
- FUND: 100
ACCOUNTING UNIT:
3300, 3302, 3310, 3313
440
FY 2011-12 FY 2012-13 FY 2013-14

Incoming/Outgoing Mail 554,230 524,988 540,738
Motor Vehicle Registrations Processed 1,436,201 1,450,563 1,465,069
Ad Valorem Taxes Assessed $2.57 Billion $2.65 Billion $2.7 Billion
Tax Statements Mailed 839,613 848,059 855,949

Percentage of Calls Answered 95.2% 94.1% 95.0%
Title and Register Vehicles per Day, Per FTE
(Including In Person, Franchise Dealers and
Title Services) 91 91 92

Mail Sorting Accuracy 95.5% 94.1% 95.0%
Train Clerks Regarding Current Laws and
Procedures for State of Texas within 10
Days 97% 98% 98%
Hearing Held Once a Month and Rejections
Corrected on a Daily Basis to Ensure 100%
Accuracy 100% 100% 100%

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Capital Expenditures 0 10,000 9,445 0

Total $9,467,737 $9,692,256 $9,589,129 $9,934,261

441

The FY 2013-14 Adopted Budget increases by 3.6 percent when compared to the FY 2012-13
estimates due to an increase in Personnel Services.

The Personnel Services group increases by 2.6 percent when compared to the FY 2012-13 estimates,
due to the program changes as described below.

The Travel and Remunerations group decreases by 1.2 percent when compared to FY 2012-13
estimates. Funding is provided for required training and certification for the incoming Tax Assessor-
Collector.

This increase is due to an increase in Rental Expenses for the NE Substation.

This increase is due to funding provided for the purchase of furniture and other various supplies and
materials for the incoming Tax Assessor-Collector and staff.

Funding for security camera upgrades, a folding and stuffing machine, a queuing system, a Microfilm
machine and printer, and replacement of carpet is appropriated in the County Buildings Capital
Improvement Fund for the Tax Office.

There are two program changes for a total cost of $64,823.

The first program change adds a Project Director (E-08), at a cost of $59,640. With the addition
of the Project Director, the Tax Office will evaluate the effectiveness of Special Inventory Tax
administrative procedures, guide customer service centers, investigate fraudulent activity, support
the Tax Assessor in accomplishing the full range of duties, and manage special projects as
directed by the Tax Assessor.

The second program change reclassifies two Vault Cashiers from (NE-03) to Vault Cashiers II
(NE-04), for a total cost of $5,183. This reclassification will establish create a career ladder
within the Financial Reporting Department of the Tax Office.

442
FY 2011-12 FY 2012-13 FY 2013-14
Administration
Tax Assessor - Collector 1 1 1
Aide to the Tax Assessor - Collector 1 1 1
Chief Deputy of Administration 1 1 1
Chief Deputy of Operations 1 1 1
Training and Development Specialist 1 1 1
Project Director 0 0 1

Total Administration 9 9 10

Communications Support
Archive & Research Processor 1 1 1
Information Clerk 12 12 12
Lead Clerk Information Center 1 1 1
Public Information & Support Manager 1 1 1
Support Services Clerk 2 1 1
Support Services Supervisor 1 1 1

Total Communications Support 19 19 19

Financial Reporting
Accounting Assistant I 4 4 4
Account Clerk 6 6 6
Financial Reporting Manager 1 1 1
Financial Reporting Supervisor 1 1 1
Lead Account Clerk 2 2 2
Lead Vault Cashier 1 1 1
Refund Audit Clerk 2 2 2
Vault Cashier 4 4 2
Vault Cashier II 0 0 2

Total Financial Reporting 22 22 22

Motor Vehicle Registration
Beer/Liquor License Processor 1 1 1
Downtown Station Manager 1 1 1
Lead Title & Registration Processor 5 5 6
Motor Vehicle Inventory Clerk 2 2 2
Motor Vehicle Registration Director 1 1 1
Motor Vehicle Training Instructor 1 1 1
443

FY 2011-12 FY 2012-13 FY 2013-14

Senior Vehicle Inventory Clerk 1 1 1
Substation Manager 3 3 3
Title & Registration Processor I 67 67 66
Title & Registration Processor II 16 16 16
Title & Registration Supervisor 6 6 6

Total Motor Vehicle Registration 105 105 105

Property Tax
Assessing Processor 4 4 4
Assessing Processor Technician 4 4 4
Lead Property Tax Processor 5 5 5
Property Tax Manager 1 1 1
Property Tax Processor I 20 20 20
Property Tax Processor II 11 11 11
Property Tax Supervisor 3 3 3

Total Property Tax 49 49 49

Total Tax Assessor-Collector 204 204 205

444
TRIAL EXPENSE

Program Description: The Trial Expense budget allocates funding for various costs directly
related to trials and appeals, including expenses for prosecution, defense, and adjudication of cases. These
costs include: travel expenses associated with cases requiring a change of venue and payment for appeals
cases argued before the Court of Criminal Appeals; psychiatric evaluations, which may be done at the
request of either the State or defense; and professional testimony for both defense and District Attorney
experts. Funding is also provided for court costs, which include freelance court interpreters, the breath test
program, required AIDS and STD testing, and a fee to fund the 4th Administrative J udicial Region.
Investigation services, which are considered a cost of indigent defense, are also funded in the Trial
Expense budget.

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Operational Costs $1,131,644 $1,103,220 $1,138,859 $1,123,084

Total $1,238,144 $1,251,543 $1,304,630 $1,288,855


The FY 2013-14 Adopted Budget decreases 1.2 percent when compared to the FY 2012-13 estimates
as described below.

The Operational Costs group decreases by 1.4 percent when compared to FY 2012-13 estimates due
to funding Court Cost at FY 2012-13 budget levels.

The Supplies and Materials remains flat compared to FY 2012-13 estimates, which includes funding
for breathalyzer services.

There are no program changes to the FY 2013-14 Adopted Budget.
- FUND: 100
445
4
TH
COURT OF APPEALS

Program Description: The 4th Court of Appeals has intermediate appellate jurisdiction in both
civil and criminal cases appealed from the District Courts and the County Courts-at-Law. The jurisdiction
covers a 32-county geographical region surrounding San Antonio. The 4th Court of Appeals hears cases
that have not yet been submitted to the Supreme Court of Texas or the Court of Criminal Appeals. Cases
decided by County Courts-at-Law involving amounts of $100 or less are excluded. By statute, the 4th
Court of Appeals consists of one Chief J ustice and six J ustices elected within the 32-county district for
staggered six-year terms.

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Total $74,302 $74,483 $74,607 $78,140


The FY 2013-14 Adopted Budget reflects an increase of 4.7 percent when compared to FY 2012-13

The Personnel Services group increases by 5.0 percent when compared to the FY 2012-13 estimates
due to an increase in employee contribution for Health Insurance.

The Operational Costs group remains relatively flat compared to FY 2012-13 estimates.


FY 2011-12 FY 2012-13 FY 2013-14
Chief J ustice 1 1 1
J ustice 6 6 6

Total 4
th
Court of Appeals 7 7 7

- FUND: 100
446

ROAD FUNDS

447

Evans Flood Project (Precinct 3)
This project upgraded Evans Road above the Elm Waterhole Creek to mitigate flooding in a rapidly
developing residential area in the unincorporated area of Bexar County. Construction included a span
bridge structure, roadway widening with taper-downs, channel grading, drainage easement acquisition,
and utility relocation. The project was completed for $3.8 million.
448
Bexar County, Texas
County Road and Bridge Company 207

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$10,124,808 $15,180,317 $16,103,603
$10,124,808 $15,180,317 $16,103,603

Revenue
Property Taxes
$693 $1,017 $400
Other Taxes
3,531,360 2,198,906 1,149,000
0 116,976 100,000
87,783 85,000 85,000
14,265,563 14,167,387 14,150,000
Service Fees
543,615 683,903 600,000
Proceeds from Sales of Assets
58,651 596 1,000
Proceeds from Debt
0 148 0
Other Revenue
142,420 71,988 35,000
Subtotal
$18,630,085 $17,325,921 $16,120,400
Interfund Transfers
$2,770,000 $2,770,000 $0
Total Revenues
$21,400,085 $20,095,921 $16,120,400

$31,524,893 $35,276,238 $32,224,003

APPROPRIATIONS

Capital Projects $0 $0 $0
Highways 14,009,556 15,773,165 18,027,504
Capital Expenditures 2,335,020 3,399,470 4,281,680
Subtotal $ 16,344,576 $19,172,635 $22,309,184
Interfund Transfers $0 $0 $4,000,000

TOTAL OPERATING APPROPRIATIONS $16,344,576 $19,172,635 $26,309,184


TOTAL APPROPRIATIONS $31,524,893 $35,276,238 $32,224,003
449
PUBLIC WORKS -
COUNTY ROAD AND BRIDGE FUND

Mission: The mission of the Public Works Road and Bridge Division is to provide for the safe and
efficient movement of people and commerce over County roads and bridges; to assist in improved air and
water quality and land development through administering environmental regulations and subdivision
development standards; and to efficiently and effectively manage the resources of the Public Works
Department.

Program Description: During FY 2010-11 the County Road and Bridge Fund was created by
consolidating the Farm to Market and Lateral Road Fund (096) and the Special Road and Bridge Fund
(280). The merging of the two funds was done due to declining revenues from vehicles sales tax which
caused a deficit in the Farm to Market and Lateral Road Fund. The County Road and Bridge Fund
continues to provide construction and maintenance of County roadways and bridges. It also continues to
combine funding for major road improvement projects to be performed by the County, including all
operational costs (personnel, operational, supplies, and capital expenditures) related to completing those
projects.

Revenue sources for this fund are generated from vehicle registration fees and fees on the sale of motor
vehicles and are augmented by funds from the State based on road miles maintained. During the 83
rd

Texas legislative session, state officials approved the option for Commissioners Court to collect an
additional $10 motor vehicle registration fee to be used and collected by the Regional Mobility Authority
for long-term transportation projects. The FY 2013-14 Adopted Budget includes the recommendation for
Bexar County to exercise its option at collecting the fee. Construction and maintenance of the farm to
market road system is coordinated with the Texas Department of Transportation and is currently carried
out by staff in three Public Works service centers. All operational expenses for the Countys Public
Works service centers are included in this fund. Also included are costs for plat reviews, subdivision
construction plan reviews, traffic engineering, right of way management and acquisition services,
construction inspection and monitoring, capital project design review, capital project management, and
limited in-house design.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Number of Work Orders for Traffic Maintenance 1,178 1,250 1,350
Number of Work Orders for Road Maintenance 2,237 2,400 2,500
Number of Road Center Lane Miles Maintained 1,244 1,275 1,300
Number of Online Work Requests Received 397 600 700

Number of Work Orders Processed per FTE Traffic 107 114 123
Number of Work Orders Processed per FTE
Road Maintenance 13.16 14.12 14.71
Number of Online Work Requests Processed per Week 7.6 11.54 13.46
Cost per Work Order for Maintenance $3,635 $3,388 $3,253
Company: 207
450

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Percent of Work Orders Completed Road Maintenance 95% 96% 97%
Percent of Work Orders Completed Traffic Maintenance 97% 98% 98%
Percent of Miles of Roads Resurfaced 7.6% 8.0% 7.8%
Percent of Online Work Order Requests Completed 98% 98% 98%

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Capital Expenditures 2,335,020 3,399,470 3,399,470 4,281,680
Interfund Transfers 0 0 0 4,000,000

Total $16,344,576 $21,389,906 $19,172,634 $26,309,184


Overall, the FY 2013-14 Adopted Budget for the County Road and Bridge Fund increases
significantly when compared to prior fiscal years. The increase is attributed to the Interfund Transfer
explained below.

The Personnel Services group increases 12 percent when compared to the FY 2012-13 estimates. The
FY 2013-14 Adopted Budget provides sufficient funding based on historical trends of vacancies and
all filled authorized positions in the County Road and Bridge Fund. The personnel appropriation also
includes costs associated with the adopted non-exempt pay table market adjustments.

The Travel and Remunerations Group decreases 20.9 percent from FY 2012-13 estimates. The FY
2013-14 Adopted Budget includes sufficient funding for mandatory personnel travel and training.

The Operational Costs group represents an increase of 23 percent from the FY 2012-13 estimates.
The increase is due to data collection services, for the amount of $400,000, used every three years for
a countywide evaluation of existing roads. This appropriation includes funding for various contracted
services, which cover traffic signal and pavement stabilization services. It also includes funding for
garbage disposal services, which cover expenses for neighborhood trash cleanup services.

The Supplies and Materials budget increases 16 percent when compared to FY 2012-13 estimates.
The FY 2013-14 Adopted Budget includes increases for construction supplies and materials and
vehicle fuel and oil. Costs to specific materials used in paving and construction roads has risen from
previous years.

The Capital Expenditures group increases significantly due mostly to capital improvements funded
for the J udson Service Center and Heavy Equipment purchases.

451
The FY 2013-14 Adopted Budget includes an Interfund Transfer totaling $4,000,000 which will
provide cash funding for new road projects within the County Road and Bridge Multi-Year Project
Fund.

The FY 2013-14 Adopted Budget includes one program change which provides supplemental salary
pay for positions that have taken on additional duties now that the County has acquired the
responsibilities of the Alamo Regional Mobility Authority. The total cost of this program change is
$14,453. The positions and percentages are: Administrative Assistant 5 percent, Engineering
Services Manager 5 percent, Fiscal and Administrative Services Manager 5 percent, and the
Capital Projects Engineer 5 percent.

There are no single-year road projects for FY 2013-14. Any small road projects identified during the
fiscal year will be funded using existing budget within the operational and supplies appropriations.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Administration
Administrative Assistant
1 1 1
Administrative Clerk I
1 0 0
Asset Manager
0.5 0.5 0.5
Attorney III
1 1 1
Capital Projects Engineer
1 1 1
Capital Projects Manager
0 0 0
Civil Engineers
2 2 2
Civil Engineering Assistant*
6 7 7
Construction Administration Engineer
1 1 1
Construction Inspector I
5 5 5
Construction Inspector II
4 4 4
County Engineer
1 1 1
Design Engineer
0 0 0
Development Services Engineer
1 1 1
Engineering Services Manager
0.5 0.5 0.5
Engineering Technician II
2 2 2
Fiscal and Administrative Services Manager
1 1 1
GIS Analyst
1 1 1
Human Resources Technician
1 1 1
Office Assistant II
1 0 0
Office Assistant IV
3 4 4
Office/Contracts Supervisor
1 1 1
Paving Crew Foreman
1 1 1
Public Works Operations Manager
1 1 1
Right of Way Specialist
1 1 1
Safety and Training Coordinator
0 0 0
Safety Program Supervisor
1 1 1
452

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Senior Construction Inspector
1 1 1
Streets and Drainage Manager
0 0 0
Subdivision Technician
1 1 1
Survey Crew Chief
1 1 1
Survey Crew Worker
1 1 1
Survey Instrument Operator
1 1 1
1 1 1
Traffic Engineer
0 0 0
Traffic Safety Coordinator
1 1 1

Total Administration
46 46 46

Southeast Service Center
Administrative Clerk II
1 1
1
Concrete Crew Foreman
1 1
1
Equipment Operator I
30 30
30
Equipment Operator II
8 8
8
Equipment Operator II w/Pesticide Licenses
2 2
2
Fence Crew Foreman
0 0
0
Field Maintenance Worker
19 19
19
Paving Crew Foreman
0 0
0
Public Works Assistant Superintendent
3 3
3
Public Works Superintendent
1 1
1
Senior Equipment Operator
10 10
10
Tire Service Worker
1 1
1
Welder I 1 1 1

Total Southeast Service Center 77 77 77

Northeast Service Center
Administrative Clerk II
1 1
1
Equipment Operator I
19 19
19
Equipment Operator II
6 6
6
Equipment Operator II w/Pesticide Licenses
2 2
2
Field Maintenance Worker
11 11
11
Pavement Marking Operator I
1 1
1
Pavement Marking Operator II
2 2
2
Public Works Assistant Superintendent
2 2
2
Public Works Superintendent
1 1
1
Senior Equipment Operator
3 3
3

453

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Traffic Control Fabricator I
1 1
1
Traffic Control Fabricator II
1 1
1
Traffic Counter I
1 1
1
Traffic Counter II
1 1
1
Traffic Maintenance Supervisor
1 1
1
Traffic Sign Technician I
3 3
3
Traffic Sign Technician II
3 3
3

Total Northeast Service Center
59 59
59

Northwest Service Center
Equipment Operator I 18 18 18
Equipment Operator II 6 6 6
Equipment Operator II w/Pesticide Licenses 2 2 2
Public Works Assistant Superintendent 1 1 1
Public Works Superintendent 1 1 1
Senior Equipment Operator 3 3 3

Total Northwest Service Center 45 45 45

Public Works - Fleet Maintenance
Automotive Part Clerk 1 1 1
Equipment Maintenance Coordinator 1 1 1
Mechanic I 7 7 7
Mechanic II 3 3 3

Total Public Works Fleet Maintenance 12 12 12

TOTAL COUNTY ROAD & BRIDGE FUND 239 239 239

*Note: This position was an out-of-cycle addition during FY 2012-13.
454

Company: 700
PUBLIC WORKS - COUNTY ROAD
AND BRIDGE MULTI-YEAR PROJECTS

The County Road and Bridge Multi-Year Road Projects include those that were debt funded since FY
2005-06, as well as some projects that are cash funded in the preliminary phases. The FY 2013-14
Adopted Budget funds a total of $21,425,000 from the following sources: $13,425,000 from new debt
issuances, $4,000,000 in cash transferred from the County Road and Bridge Fund, and $4,000,000 from
completed projects and available contingencies.

The following new projects are funded through design and construction: Shaenfield Place Subdivision
($3,500,000), and Steubing Road ($3,000,000). The following new projects are funded through design
only: Old F.M. 471 & Talley Road ($1,500,000), and Talley Road Phase I ($1,875,000). The following
new projects are funded through design and partial construction: Marshall Road ($1,000,000) and
Bulverde Pedestrian Amenities ($2,100,000). The following existing projects will be funded for
completion: Bulverde Phase IV ($1,000,000), Glen Mont ($1,500,000), Candlewood Phase I
($3,250,000), Palm Park ($600,000), and Roft Road ($2,100,000).

Below is a list of all active multi-year road projects, including the newly adopted projects:
Project Project Budget Activity to Date Funds Available
Boerne Stage Road Phase I $745,000 $743,523 $1,477
Galm Road Phase I 6,405,000 6,286,156 118,844
Borgfeld Road Phase II 3,699,856 1,148,156 2,551,700
Babcock Phase V 2,563,331 1,105,036 1,458,295
Big Country V 5,262,073 4,051,689 1,210,384
West Military Road Extension 2,400,000 1,945,572 454,428
Bulverde Phase IV 4,045,595 1,060,984 2,984,611
Bulverde Phase V 5,750,000 1,164,468 4,585,532
Macdona Subdivision Phase I 3,268,113 324,044 2,944,069
PCT 2 Pavement Restoration 2,755,062 0 2,755,062
Galm Road Phase II 5,500,000 34,324 5,465,676
Walzem Road 2,000,000 751,031 1,248,969
Palm Park 623,000 22,188 600,812
Glen Mont Drive 3,000,000 768,254 2,231,746
Roft Road 3,100,000 436,313 2,663,687
W.T. Montgomery Road Phase I 1,000,000 496,042 503,958
San Antonio Ranch Rehab Phase I 1,000,000
0
1,000,000
TPC Light 360,000
0
360,000
Candlewood Phase I 5,750,000 509,018 5,240,982
Binz Engleman 500,000 0 500,000
Borgfeld Road Phase I 6,376,134 4,429 6,371,705
Old F.M. 471 & Talley Road 1,500,000
0
1,500,000
Talley Road Phase I 1,875,000
0
1,875,000
455
Bulverde Pedestrian Amenities $2,100,000
$0
$2,100,000
Shaenfield Place Subdivision 3,500,000
0
3,500,000
Steubing Road 3,000,000
0
3,000,000
Marshall Road 1,000,000
0
1,000,000
Total $79,078,164 $20,851,227 $58,226,937

Contingencies $144,339 $0 $144,339

Grand Total $79,222,503 $20,851,227 $58,371,276

456
Bexar County, Texas
ATD & TxDOT Fund Company 701

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$30,560,874 $38,830,229 $54,249,026
$30,560,874 $38,830,229 $54,249,026

Revenue
Other Taxes
$12,860,384 $12,845,166 $12,500,000
4,723,929 10,598,868 7,400,000
Proceeds from Debt
0 92,000,000 48,000,000
Other Revenue
41,637 69,969 26,500
Total Revenues $17,625,950 $115,514,003 $67,926,500

$48,186,824 $154,344,232 $122,175,526

APPROPRIATIONS

Highways
$3,413,746 $2,147,781 $50,000,000
Subtotal
$3,413,746 $2,147,781 $50,000,000
Interfund Transfers
5,942,849 97,947,425 0

$9,356,595 $100,095,206 $50,000,000

$38,830,229 $54,249,026 $72,175,526

$48,186,824 $154,344,232 $122,175,526

457
Company: 701
TEXAS DEPT. OF TRANSPORTATION AND
ADVANCED TRANSPORTATION DISTRICT
MULTI-YEAR FUND

The Texas Department of Transportation and Advanced Transportation District Multi-Year Fund includes
the following roadway improvement projects:

Culebra Road FM 3487: The improvements to Culebra Road included upgrades to the existing
roadway, a sixth lane, intermittent raised medians at major signalized intersections, and several upgrades
at several cross drainage features including relocating a segment of the city street outside of a flood prone
area. (Pass-Through Financing Agreement with TxDOT and the Advanced Transportation District)
(Completed)
Blanco Road - FM 2696: The improvements to Blanco Road included upgrading the existing roadway to
four lanes, raised the median to separate vehicular travel, several channelized median openings to allow
left turn lanes, and several cross drainage features. (Pass-Through Financing Agreement with TxDOT and
the Advanced Transportation District) (Completed)
Loop 1604 Lower Seguin Road: The improvements will expand Loop 1604 from its existing two-lane
configuration to a four-lane divided roadway. The improvements will also include bridge structures
crossing the Salitrillo Creek floodplain, new traffic signalization at Autumn Run Road, and flashing
beacons at Graytown Road. (Pass-Through Financing Agreement with TxDOT and the Advanced
Transportation District)

Culebra Road FM 471: The improvements will widen Culebra Road from its existing two-lane
configuration to a four-lane divided roadway with anticipated bicycle and pedestrian amenities. The
project will increase roadway capacity to allow for projected growth, increase safety with the continuation
of the existing section east of FM 1560 and added bicycle amenities will enhance regional mobility.
(Pass-Through Financing Agreement with TxDOT and the Advanced Transportation District)

Potranco Road FM 1957: The improvements will expand the existing two-lane rural roadway section
to an urban roadway section consisting of one 11-foot and one 14-foot travel lane in each direction with a
14-foot raised center median within an 80 ROW (Minimum). There are three cross drainage structures
within these project limits located within the existing 100-year floodplain. The project will relieve traffic
congestion by increasing capacity, and will enhance regional mobility. (Pass-Through Financing
Agreement between TxDOT and Westside 211 Public Improvement District)
U.S. Highway 281 and Loop 1604: These funds will be used for improvements to portions of U.S.
Highway 281 and Loop 1604. All aspects of this project will be managed by the Texas Department of
Transportation. Bexar County remitted its portion of the project costs to TxDOT in FY 2012-13.

Culebra Road - FM 3487
$23,431,000 $23,406,187 $24,813
Blanco Road - FM 2696
30,414,000 27,474,654 2,939,346
Loop 1604 - Lower Seguin Rd.
28,702,000 5,296,757 23,405,243
FM 471-Culebra
18,080,000 4,264,708 13,815,292
FM 1957 - Potranco / 211
55,600,000 4,013,166 51,586,834
U.S. Highway 281 & 1604
92,000,000 92,000,000 0
Total $ 248,227,000 $ 156,455,472 $ 91,771,528

458

OTHER OPERATING FUNDS

459

Northside Swim Center (Precinct 3)
The Northside Swim Center is a 50-meter, Olympic-size outdoor swimming pool and 25-meter diving and
warm-up pool. Both swimming pools are built adjacent to the existing Northside Natatorium at Loop
1604 and Hausman Road. The outdoor swim center features shaded seating for 2,400 spectators as well
as high-tech timing, lighting, sound and video scoreboard systems.
The Northside Swim Center will make a big splash in 2015 as host of three prestigious national
swimming events. USA Swimming awarded two of the sport's top meets to San Antonio- the Phillips 66
National Championships and the Speedo J r. National Championships. Both will be held in August 2015.
In addition, U.S. Masters Swimming awarded the city its U.S. Masters Swimming Spring National
Championships to be held in April 2015. The combined economic impact of these three meets is expected
to be $5 million. (Source: Northside Swim Center to host three national swin events. Northside ISD
9 Oct. 2013 nisd.net Web. 19 Nov. 2013.)

460
Bexar County, Texas

Justice of the Peace Security Fund 112


FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance

Undesignated Funds $217,767 $269,253 $341,142
Total Beginning Balance $217,767 $269,253 $341,142

Revenue
Court Costs and Fines $61,273 $81,739 $65,000
Revenue From Use of Assets 830 682 350
Total Revenues $62,103 $82,421 $65,350

TOTAL AVAILABLE FUNDS $279,870 $351,674 $406,492

APPROPRIATIONS

J udicial $10,617 $10,532 $50,000
Subtotal $10,617 $10,532 $50,000

TOTAL OPERATING APPROPRIATIONS $10,617 $10,532 $50,000

Appropriated Fund Balance $269,253 $341,142 $356,492

TOTAL APPROPRIATIONS $279,870 $351,674 $406,492
461
SECURITY FUND

The J ustice of the Peace Security Fund was created as a result of legislation passed by the 79
th
Texas
Legislature. Effective September 1, 2005, a fee of $4 is assessed to defendants convicted of misdemeanor
cases in J ustice of the Peace Courts. Of the money collected, $3 is deposited in the Courthouse Security
Fund, and $1 is deposited in the J ustice of the Peace Security Fund. This fee may only be used to provide
funds for specific security enhancements for justice courts including: metal detectors, identification cards
and systems, electronic locking and surveillance equipment, court security personnel, signage, confiscated
weapons inventory, locks or other security devices, bulletproof glass, and education for court security
personnel. This fund is budgeted by approval of the Commissioners Court in accordance with Chapter
102 of the Texas Code of Criminal Procedure.

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Operational Expenses $9,215 $50,000 $10,532 $50,000
Supplies and Materials 1,402 0 0 $0

Total $10,617 $50,000 $10,532 $50,000


The FY 2013-14 Budget provides $10,000 for each J ustice of the Peace Office for the purchase of
security upgrades as requirements are identified.
- COMPANY: 112
462
Bexar County, Texas
Family Protection Account (Fund 121)

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance

Undesignated Funds $1,056 $0 $0

Total Beginning Balance $1,056 $0 $0

Revenue

Intergovernmental Revenue $1,579 $0 $0
Service Fees 118,965 116,613 118,000
Other Revenue 1 2 0
Subtotal $120,545 $116,615 $118,000

Total Revenues $120,545 $116,615 $118,000


APPROPRIATIONS

J udicial $121,601 $116,615 $118,000
Subtotal $121,601 $116,615 $118,000


Appropriated Fund Balance $0 $0 $0


463
FAMILY PROTECTION ACCOUNT

Program Description: Section 51.961 of the Texas Government Code provides for the mandatory
collection of a $15.00 fee by the District or County Clerk when a petition for divorce is filed. The statute
provides that the monies collected through this fee are to be deposited into a special revenue account
called the Family Protection Account. On August 10, 2010, Commissioners Court approved the use of the
Family Protection Fee for costs associated with the prevention of family violence and child abuse. Due to
the limited amount of revenue generated by the fund, a portion of these costs will continue to be funded in
a discretionary fund managed by the District Attorneys Office. The Family Protection Fee was
previously collected in the General Fund.

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Operational $121,601 $120,765 $116,615 $118,000

Total $121,601 $120,765 $116,615 $118,000


Funding is provided in the Operations group for the rent, telephone, and cell phone expenses of the
Family J ustice Center. All funding projected to be generated by the fee is allocated for these costs.

- FUND: 121
464
Bexar County, Texas
County Clerk Records Management Company 200

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$12,412,614 $14,088,775 $15,580,442

$12,412,614 $14,088,775 $15,580,442

Revenue
Service Fees $2,669,929
$2,885,409 $5,002,000
Other Revenue
46,063 34,940 22,000
Subtotal
$2,715,992 $2,920,349 $5,024,000

Total Revenues
$2,715,992 $2,920,349 $5,024,000

$15,128,606 $17,009,124 $20,604,442

APPROPRIATIONS

General Government
$990,300 $1,379,151 $7,001,100
0 0 150,000
Subtotal
$990,300 $1,379,151 $7,151,100
Interfund Transfers
$49,531
$49,531 $99,531

$1,039,831 $1,428,682 $7,250,631

$14,088,775 $15,580,442 $13,353,811

$15,128,606 $17,009,124 $20,604,442

465
RECORDS MANAGEMENT
COUNTY CLERK FUND

Program Description: The main purpose of the Records Management - County Clerk Fund is to
provide funding to maintain and preserve the essential public records of the County. The County Clerk
uses these funds to preserve the history and the heritage of Bexar County by providing records
management and preservation services after filing and recording documents in the records of the Office of
the County Clerk. The County Clerk is responsible for maintaining historical records filed from the year
1699 to present. Activities include records preservation, storage and retrieval as well as disaster
preparedness. The main functions funded in the Records Management-County Clerk Fund include
storage costs and the imaging contract costs for the County Clerks Office.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Number of files pulled
7,547 7,924 7,924
Number of files returned/re-filed
71,766 75,354 75,354
Number of Perma Boxes Handled
9,504 9,979 9,979


Number of files pulled per FTE
2,156 2,264 2,264
Number of files returned/re-filed per FTE
20,505 21,530 21,530
Number of Perma Boxes Handled
2,715 2,851 2,851


Average daily response time (pulled & delivered)
2 HOURS 2 HOURS 2 HOURS
Average time needed to pick-up and re-file
Average Time Needed to Handle Perma Boxes

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Travel, Training, and Remunerations $6,547 $20,000 $10,000 $20,000
Operational Expenses 925,547 6,860,100 1,297,125 6,866,100
Capital 0 0 0 150,000
Interfund Transfers 49,531 49,531 49,531 99,531

Total $1,039,831 $7,044,631 $1,428,682 $7,250,631
- FUND: 200
466

The FY 2013-14 Adopted Budget increases significantly when compared to FY 2012-13
estimates. This increase is primarily due to additional funding provided for document imaging in
the Operational Costs group.

Funding in the amount of $20,000 is provided to fund travel directly related to records
management and the Spanish Archive Center.

The Operational Costs group increases significantly when compared to FY 2012-13 estimates.
Funding has been appropriated for imaging services in the amount of $6,310,500 and for printing
and binding in the amount of $520,000. The remaining funding is for copier and rental costs,
technology improvements, repairs and maintenance for computer hardware, and repairs and
maintenance for vehicles.

The Supplies and Materials group increases significantly when compared to FY 2012-13
estimates due to maintaining the FY 2012-13 budgeted amount.

The Capital Expenditures group has funding in the amount of $150,000 for FY 2013-14 for the
BizTalk Capital Project. The project provides for the purchase and implementation of the BizTalk
platform for communications and data exchange between Bexar County and TexFile. This
software is needed for our County Clerks Office to comply with the newly mandated e-filing
legislation. The total estimated cost of this project is $300,000, of which $150,000 is funded via
the County Clerks Records Management Fund and the remaining $150,000 from the Capital
Improvement Program.

The Interfund Transfers Group increased significantly when compared to FY 2012-13 estimates.
The transfer is for the cost of storage space and preservation of records in the Records
Management Center for the County Clerks Office. The County Clerk has increased the
contribution to the Records Management Center by $50,000, for a total interfund transfer of
$99,531 for FY 2013-14.

Policy Consideration:

The 83rd Texas Legislature approved HB 1513 which amends the Local Government Code to
temporarily raise the caps on the records management and preservation fee and the records
archive fee, set and collected by county clerks, from $5 to $10. These raises are effective
September 1, 2013 thru August 31, 2019. On September 9, 2013 Commissioners Court approved
the increase of the fees from $5 to $10.

467
Bexar County, Texas
Records Management County Wide 201

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance

$386,829 $224,018 $69,319

Revenue
Service Fees
$405,574 $389,810 $396,500
Other Revenue
652 66 100
Subtotal
$406,226 $389,876 $396,600

Total Revenues
$406,226 $389,876 $396,600

$793,055 $613,894 $465,919

APPROPRIATIONS

General Government
$569,037 $544,575 $465,850
Subtotal
$569,037 $544,575 $465,850

$569,037 $544,575 $465,850

$224,018 $69,319 $69

$793,055 $613,894 $465,919

468
RECORDS MANAGEMENT
COUNTY WIDE FUND

Program Description: The Records Management County Wide Fund was created to account for
revenues generated by fees for defendants convicted of an offense in a County or District Court and the
issuance of certain certificates. In 1999, the Legislature increased the fee from $10 to $20, effective
September 1, 1999. This revenue may only be used for records management and preservation or
automation purposes for any Office or Department in the County. Government Code Section
25.0171(b)(1999) mandates counties to create a separate fund for these revenues. These funds are
generally used for microfilming of records, digital imaging of records, and costs related to record storage.

The mission and goal of the Countywide Records Management Fund is to provide funds and resources that
can be used to microfilm/image records stored by County Offices and Departments in the Courthouse or at
an off-site records facility in order to better utilize office space and preserve County records.
Microfilming/imaging provides 97 percent savings in storage space. Over 70 percent of County Offices
and Departments use this funding to facilitate the storage of their records at the County off-site storage
facility. Currently, the Records Management Center is able to provide some microfilming services to
County Offices and Departments; however, most microfilm work is outsourced to private service
companies.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Records Storage Space Recovered in Square Feet
1,800 1,500 1,600
Records Storage Projects Completed
5 3 2
Building Square Feet Maintained
72,000 72,000 72,000

Number of Square Feet Utilized for Storage 58,000 58,000 58,000
Number of County Offices Using Records Center 40 41 42
Number of County Offices Destroying Paper Records
Expired or Imaged
25 25 25

Ratio of stored space used to reused space 98% 95% 96%
Percent of offices using Records Center 85% 86% 88%
Percent of Projects Completed 90% 95% 95%
Percent of Offices Destroying Paper Records Expired
or Imaged 63% 61% 60%

- FUND: 201
ACCOUNTING UNIT: VARIOUS
469
Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Supplies and Materials 23,488 0 0 0
Capital Expenditures 23,522 0 0 0

Total $569,037 $544,575 $544,575 $465,850


The FY 2013-14 Adopted Budget decreases by 15 percent when compared to FY 2012-13 estimates.
Fund balance in Fund 201 has been expended in prior years in order to provide County Offices and
Departments with funding and resources to decrease their paper footprint. This FY 2013-14 Adopted
Budget begins to reduce its reliance on fund balance, hence the 15 percent decrease in the Operational
Costs Appropriation as described below.

Funding in the amount of $255,850 is provided to contribute to the operational costs associated with
the Records Management Center.

The Operational Costs group also includes funding in the amount of $210,000 for other imaging
projects countywide. The Records Committee met on J uly 11, 2013 and approved the following
funds be appropriated accordingly:

FY2013-14 Adopted Budget
District Clerks Office $49,500
Criminal Investigations Laboratory $12,000
Bexar County Sheriffs Office $30,000
District Attorneys Office $30,000
Medical Examiners Office $35,000
Tax Assessor-Collectors Office $15,000
J ustice of the Peace, Precinct 3 $30,000
Elections $8,500

Total $210,000

470
Bexar County, Texas
Records Management District Clerk Fund 202


FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$183,938 $366,135 $227,686

$183,938 $366,135 $227,686

Revenue
Service Fees
$248,473 $347,760 $330,100
Other Revenue
1,047 862 290
Subtotal
$249,520 $348,622 $330,390

Total Revenues
$249,520 $348,622 $330,390

$433,458 $714,757 $558,076

APPROPRIATIONS

J udicial
$67,323 $487,071 $425,000
Subtotal
$67,323 $487,071 $425,000

$67,323 $487,071 $425,000

$366,135 $227,686 $133,076

$433,458 $714,757 $558,076

471
RECORDS MANAGEMENT
DISTRICT CLERK FUND

Program Description: The District Clerk Records Management Fund was created as a result of
legislation passed by the Texas Legislature during the 78
th
legislative session to account for revenues
generated by a $5 fee for each document filed in the records office of the District Clerk. House Bill 1905
authorizes the District Clerk to collect a $5 fee for records management and preservation. The fee is to be
deposited into the District Clerk Records Management and Preservation Fund for records management
and preservation services performed by the District Clerk after a document is filed. The fee may only be
used with approval of a budget submitted by the District Clerk to Commissioners Court in accordance
with Chapter 111 of the Texas Local Government Code.


FY 2011-12 FY 2012-13 FY 2013-14
Number of Imaged Documents processed by Civil 608,712 582,762 1,285,158
Number of Imaged Documents processed by Criminal 2,460,893 1,209,254 685,118
Number of Imaged Documents processed by Adoptions 108,286 113,548 93,782
Number of Imaged Documents processed by outside vendor 2,160 995,056 1,656,189
Number of Documents Imaged per FTE in Civil 19,636 18,799 41,456
Number of Documents Imaged per FTE in Criminal 820,298 403,085 228,373
Number of documents processed per FTE in Adoptions 54,143 56,774 46,891
Average Time to File a Case (civil) 12 minutes 12 minutes 12 minutes
Average Retrieval Time for a Court Request (civil) 45 minutes 45 minutes 45 minutes
Average Retrieval and Copy Time for a Public Request
(civil)
9 minutes 8 minutes 8 minutes
Total amount of backlogged boxes for Quality Assurance 607 725 700

- FUND: 202
472
Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Capital Expenditures 19,094 9,500 9,450 0

Total $67,323 $487,400 $487,071 $425,000


Funding is provided in the Operational Costs group to pay for imaging services for the District Clerk
Records Division. Funding decreases by 11 percent when compared to the FY 2012-13 Estimates
for imaging projects. This decrease is at the request of the District Clerks Office.

The Bexar County District Clerks Office has developed a Ten Year Document Conversion Project
that will result in the District Clerks Office being completely paperless no later than the end of FY
2015-16. The project is proposed to be funded from Capital Funds, the County-wide Records
Management Fund, and the District Clerk Records Management Fund. The total ten year estimated
project cost to the three funds is $2,500,000. It is estimated that there will be savings to the General
Fund as the project nears completion.

At existing funding levels of approximately $200,000 per year, the number of new filings is
approximately equal to the number of stored paper documents converted per year. This means that
the District Clerks Office, without changing work processes and receiving additional funding, will
always maintain ten years of paper records in the 11,193 square feet of space they currently occupy in
the Records Management Center. FY 2013-14 is considered year eight of the project.

473
Bexar County, Texas
Courthouse Security Fund (Fund 203)

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$6,753 $51,464 $99,993

$6,753 $51,464 $99,993

Revenue
Service Fees
$681,867 $758,981 $690,000
Other Revenue
685 786 520
Subtotal
$682,552 $759,767 $690,520

Transfers In
$417,079 $409,973 $311,883
Total Revenues
$1,099,631 $1,169,740 $1,002,403

$1,106,384 $1,221,204 $1,102,396

APPROPRIATIONS

J udicial
$1,054,920 $1,121,211 $1,102,396
Subtotal
$1,054,920 $1,121,211 $1,102,396

$1,054,920 $1,121,211 $1,102,396

$51,464 $99,993 $0

$1,106,384 $1,221,204 $1,102,396

474
COURTHOUSE SECURITY FUND

Program Description: The Courthouse Security Fund was originally established to account for
revenue generated by security fees created during the 1993 Texas Legislative Session and instituted in
October 1993 by Commissioners Court. J ustice of the Peace Court security fees were added by the Texas
Legislature in 1997. A $5 fee for security is collected at the time of filing for each civil case filed in
District Courts or County Courts-at-Law. The County also collects $5 from defendants convicted of a
felony offense in a District Court and $3 from those convicted of a misdemeanor offense in any court. In
addition, the County receives $1 for every document filed that is not subject to the $5 security fee. The
legislature created the fees to help fund security services in buildings that were Courts. The County uses
the proceeds from these fees to help offset security costs for those County facilities that house the courts
such as the Courthouse, the J ustice Center, the J uvenile J ustice Center and the Tejeda J ustice Center.
Funds generated help pay the cost of the communication and law enforcement services provided by the
Bexar County Sheriffs Office. In the past, Bexar County contracted with private vendors for the
provision of security in buildings that house courts. In FY 2000-01, the Sheriffs Office took over this
responsibility. Security Monitors and Law Enforcement Officers man entrances to County buildings that
house courts and the main Tax Office.

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Contingencies
0 0 0 4,915

Total $1,054,920 $1,075,473 $1,121,211 $1,102,396


The FY 2013-14 Adopted Budget decreased by 1.7 percent when compared to the FY 2012-13

The Personnel Services group decreased by 2.1 percent and represents full funding of all current
authorized positions. The decrease is due to hiring new employees at the lower end of the Countys
pay table.

A Contingency is funded in the amount of $4,914 to allocate funding for an increase in the Countys
retirement contribution.

An inter-fund transfer from the General Fund is funded in the amount of $311,883 to provide
sufficient funding for the fund through the fiscal year.

- FUND: 203
475

FY 2011-12 FY 2012-13 FY 2013-14

Deputy Sheriff - Law Enforcement 5 5 5
Security Monitor 14 14 14
Security Monitor II 8 8 8

Total - Court Security
27 27 27

476
Bexar County, Texas
District Clerk Technology Fund 205

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$166,389 $226,174 $69,484

$166,389 $226,174 $69,484

Revenue
Service Fees
$127,219 $130,037 $218,750
Other Revenue
736 647 350
Subtotal
$127,955 $130,684 $219,100

Total Revenues
$127,955 $130,684 $219,100

$294,344 $356,858 $288,584

APPROPRIATIONS

General Government
$68,170 $287,374 $125,000
Subtotal
$68,170 $287,374 $125,000

$68,170 $287,374 $125,000

$226,174 $69,484 $163,584

$294,344 $356,858 $288,584

477
DISTRICT CLERK-
TECHNOLOGY FUND

Program Description: State law requires District Clerks to maintain a large number of court
records permanently. In order to preserve and maintain these documents, offices are storing documents
electronically or in a digital format. State law and state library rules dictate that the film and digital
images be maintained permanently with a storage plan to secure the future transition of digitized records
to new media that allows access to these records. Transitioning paper records to digital formats can be
costly for counties that do not have in-house computer service departments, as contracted vendors often
maintain proprietary controls. While current statute allows District Courts to assess records management
fees, the District Clerks' offices do not have control over the funding and counties can use the monies for
other methods of records preservation.

Senate Bill 1685 from the 81
st
Legislature authorizes the Commissioners Court of a county to adopt a
District Court Records Archive Fee of not more than $5 for the filing of a suit, including an appeal from
an inferior court, or a cross-action, counterclaim, intervention, contempt action, motion for new trial, or
third-party petition, in a District Court in the county. It requires that the fee be set and itemized in the
county's budget as part of the budget preparation process and be approved in a public meeting. This fee is
for preservation and restoration services performed in connection with maintaining District Court records.

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $68,170 $300,000 $287,374 $125,000


The FY 2013-14 Adopted Budget decreases substantially when compared to FY 2012-13 estimates,
as described below.

The Operations group has decreased significantly in the FY 2013-14 Adopted Budget. This is due to
the District Clerk spending down the fund balance in FY 2012-13. The District Clerk has an
aggressive imaging and image resurrection plan to address the restoration and preservation needs of
the District Clerks permanent court records. The District Clerks plan is available for viewing in the
appendix.

- FUND: 205
478
Bexar County, Texas
Parking Facilities Fund 206

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$ 742,977 $ 660,915 $ 874,112
$ 742,977 $ 660,915 $ 874,112

Revenue
Service Fees
$ 888,964 $ 1,307,008 $ 1,300,000
Other Revenue
2,021 1,291 1,600
Subtotal
$ 890,985 $ 1,308,299 $ 1,301,600
Total Revenues
$ 890,985 $ 1,308,299 $ 1,301,600

$ 1,633,962 $ 1,969,214 $ 2,175,712

APPROPRIATIONS

General Government
$ 519,977 $ 642,032 $ 651,076
Contingencies
0 0 1,150
Subtotal
$ 519,977 $ 642,032 $ 652,226
Interfund Transfers
$ 453,070 $ 453,070 $ 450,000

$ 973,047 $ 1,095,102 $ 1,102,226

$ 660,915 $ 874,112 $ 1,073,486

$ 1,633,962 $ 1,969,214 $ 2,175,711

479
- COMPANY: 206
PARKING FACILITIES FUND

The Facilities and Parks Management - Parking Facilities Fund was established to account for the
collection of revenues from parking fees and expenditures for the daily operation and maintenance of the
Countys parking facilities. The fund also contributes revenue to the Debt Service Fund to pay a portion
of the principal and interest due semi-annually on the outstanding bonds issued for the construction of
Bexar County parking garages.

The Parking Facilities program is responsible for the safe, efficient, and cost-effective parking of public
and private vehicles with an emphasis on providing parking for the Bexar County J ustice Center and Paul
Elizondo Tower, the Courthouse, and the Courthouse Annex. The County opened the five-story, 668
parking space garage in J une 1988 as part of the J ustice Center development. The new Flores Street
Parking Garage opened in August 2011 and houses the Human Resources Department on the first floor.
Contract parking is available to County employees and other downtown customers. Some reserved space
is also available for County elected and appointed officials and other personnel. In addition, discounted
parking is available for those summoned for jury duty.
The Parking Division is responsible for the Flores Street Parking Garage, Comal Street Parking Garages
and several County parking lots, such as the lots located at the Adult Probation Building, J uvenile
Building, Cindy Krier Detention Center, Adult Detention Center South Annex, Courthouse Annex,
Precinct 1 Pleasanton Road, Fire Marshals Office, J ustice of the Peace, Precinct 1, and the Vista Verde
Building.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Number of Monthly Rate Customers, Flores St 412 555 560
Number of Monthly Rate Customers, Comal St 85 105 150
Number of J urors 42,047 40,000 42,000

Turnover per Space, Flores St. 1.5 1.6 1.6
Turnover per Space, Comal St. .02 .3 .4
Percent of Daily Capacity, Flores St. 90% 93% 100%
Percent of Daily Capacity, Comal St. 1.9% 37% 39%

Total Revenue Collected from Automated Parking
System, Flores St. $133,728 $136,000 $142,000
Total Revenue Collected from Automated Parking
System, Comal St. $2,448 $16,251 $17,000
Special Events Revenue (Fiesta) $35,490 $31,410 $33,000
480

Appropriations:
FY 2011-12
Actual
FY 2012-13
Budget
FY 2012-13
Estimate
FY 2013-14
Budget

Interfund Transfers 453,070 453,070 453,070 450,000
Contingency 11,385 0 0 0

Total $973,047 $1,128,495 $1,095,102 $1,102,226


Overall, the FY 2013-14 Adopted Budget increases slightly when compared to FY 2012-13 estimates.
This is due to one program change as described below.

The Personnel Services group decreases by less than 1 percent when compared to FY 2012-13
estimates. This decrease is due to the payment of overtime that is not budgeted in FY 2013-14.

increase is due to additional funding provided in the Electric and Gas Service account to pay for full-
year operational costs of the Comal Street Parking Garage.

The decrease is due to reduced projected expenditures in the Office Supplies and Computer Supplies
account.

The Interfund Transfer in the amount of $450,000 is funded for FY 2013-14, which will be
transferred to the Debt Service Fund.

The FY 2013-14 Adopted Budget includes one program change. One Parking Superintendent (NE-08)
will be reclassified to a Parking Operations Manager (E-06). The position has a higher level of
responsibility with the added garage facilities and staff. Additionally, the position oversees the
collection of revenue that has increased significantly as a result of additional parking facilities. The
cost of this program change is $4,304.
481
FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Parking Garage Attendant 6 6 6
Parking Garage Superintendent 1 1 0
Parking Operations Manager 0 0 1
Total Parking Facilities Fund 7 7 7
482
Bexar County, Texas
Storm Water Mitigation Fund 209

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$3,665,140 $4,737,237 $5,250,866
$3,665,140 $4,737,237 $5,250,866

Revenue

Licenses and Permits $54,000 $87,600 $ 70,000
Service Fees 1,845,123 1,798,676 1,800,000
Proceeds from Sales of Assets 200,000 0 0
Other Revenue 15,435 12,846 9,000
Subtotal
$2,114,558 $1,899,122 $1,879,000
Total Revenues
$2,114,558 $1,899,122 $1,879,000

$5,779,698 $6,636,359 $7,129,866

APPROPRIATIONS

General Government
$796,101 $1,335,493 $1,335,812
Subtotal
$796,101 $1,335,493 $ 1,335,812
Interfund Transfers
$246,360 $50,000 $95,980

$1,042,461 $1,385,493 $1,431,792

$4,737,237 $5,250,866 $5,698,074

$5,779,698 $6,636,359 $7,129,866

483
PUBLIC WORKS -
STORMWATER MITIGATION

DIRECTOR OF
PUBLIC WORKS
ENVIRONMENTAL
ENGINEER (GF)
OFFICE
ASSISTANT IV
SR. INFORMATION
TECHNOLOGY
PROJ ECT MANAGER

COUNTY
MANAGER
STORMWATER
QUALITY
INSPECTORS
CIVIL ENGINEER
ASSISTANT

484
PUBLIC WORKS - ENVIRONMENTAL
SERVICES STORMWATER MITIGATION

Program Description: The Public Works - Environmental Services Storm Water Mitigation
program implements and manages the Bexar County Storm Water Quality (BCSWQ) program, which
was mandated by the Environmental Protection Agency (EPA) and the Texas Commission on
Environmental Quality (TCEQ) MS4 Phase II Storm Water rules. This program will be responsible for
developing and presenting educational programs to inform the public on the proper management and
disposal of used oil, antifreeze, paints, and/or hazardous or toxic materials typically found in the
residential environment. The program will also conduct outreach activities to provide reasonable
household hazardous waste collection and assist with neighborhood clean-up activities and events
designed to reduce or lead to the reduction of the discharge of pollutants into storm water. It will monitor
and inspect to detect and eliminate illicit discharges to reduce pollutants from entering storm water
conveyances. The program will review plats, construction plans, and permit applications of new
development and redevelopment to insure compliance with appropriate best practices controls for storm
water runoff during and post construction. During and after construction, the program will be responsible
for monitoring, inspecting, and enforcing construction sites to ensure the quality of storm water runoff.
This program will also enforce pollution prevention by County operations through education and
monitoring of good housekeeping techniques by County personnel during County operations. This
program acts as an Authorized Agent of the TCEQ to inspect, administer, and regulate storm water
activities within the unincorporated areas of Bexar County.

In J une 2003, HB 2031 (78
th
Legislature) granted Bexar County the authority to implement a Stormwater
program. In December 2003, Commissioners Court approved the Bexar Countys proposed Stormwater
Mitigation Program. In J une 2007, SB 1932 was passed allowing entities flexibility in developing a
funding mechanism. TCEQ finally approved a general permit on August 13, 2007, allowing entities like
Bexar County Phase II coverage.


FY 2011-12 FY 2012-13 FY 2013-14

Number of Discharge Location Inspections 201 225 260
Number of Complaint Inspections 1,000 1,500 2,000
Number of Complaint Abatements 10 10 12

Cost per Discharge Location Inspection $51 $119 $115
Cost per Nuisance Inspection $51 $78 $79
Cost per Nuisance Abatements $5,144 $6,520 $7,200

Percent of Nuisance Complaints Resolved 85% 90% 95%
Percent of Nuisance Abatements Completed 100% 100% 100%
Percent of Discharge Location Inspections Completed 100% 100% 100%

COMPANY: 209
485

Appropriations:
FY 2011-12
Actual
FY 2012-13
Budget
FY 2012-13
Estimate
FY 2013-14
Budget

Interfund Transfer 246,360 50,000 50,000 95,980
Capital Expenditures 219,265 147,987 190,728 100

Total $1,042,461 $1,510,253 $1,385,493 $1,431,792


Overall, the FY 2013-14 Adopted Budget reflects a 3.3 percent increase when compared to FY 2012-
13 estimates.

The Personnel Services Group increases by 7.1 percent when compared to FY 2012-13 estimates. A
portion of the increase is due to turnover experienced in FY 2012-13 that is not anticipated in FY
2013-14. The FY 2013-14 Adopted Budget provides full funding for all authorized positions. Also,
the Adopted Budget includes one program change as described below.

estimates. Additional funding is provided for training and certification seminars for personnel to
maintain job knowledge and licenses.

Funding is provided for property abatements and for two homeowners association clean up events
per precinct.

The increase is due to funding the replacement of old camera equipment and to purchase safety
supplies, such as gloves, masks, and sanitizer for inspectors.

The Interfund Transfer group includes funding for the required local match for the Southern Edwards
Plateau-Habitat Conservation Plan (SEP-HCP) grant. The SEP-HCP grant is for the development of a
habitat conservation plan to protect endangered species habitat within Bexar County thereby allowing
the continued development of Bexar County in compliance with Federal Fish and Wildlife laws.

The FY 2013-14 Adopted Budget includes a pay adjustment for the Environmental Engineer (E-11)
position due to new duties that will be acquired during FY 2013-14. The new duties include
implementing and managing the health inspections management program and overseeing the new
Animal Control Division. The City of San Antonio provided health inspections in the unincorporated
areas of the County; however, these duties will be assumed by the County in FY 2013-14. The total
cost of this program change is $5,652, of which $1,413 will be funded by the Public Works
486
Environmental Services Division General Fund Budget and $4,239 will be funded from the Strom
Water Fund (209).

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Civil Engineer Assistant 1 1 1
Senior Information Technology Project Manager 1 1 1
Stormwater Quality Inspector I 1 1 1
Stormwater Quality Inspector II 0 2 2

Total Public Works
Stormwater Mitigation 5 7 7

The Environmental Engineer (E-11) position is funded 75% from the Storm Water Fund and 25%
from the General Fund. The authorized position can be found within the General Fund Public Works-
Environmental Services Division.

487
Bexar County, Texas
Law Library (Fund 210)

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$69,243 $49,578 $0

$69,243 $49,578 $0

Revenue
Service Fees
$496,024 $505,831 $500,000
Other Revenue
88,785 87,023 85,400
Subtotal
$584,809 $592,854 $585,400

Transfers In
$232,253 $247,878 $186,649
Total Revenues
$817,062 $840,732 $772,049

$886,305 $890,310 $772,049

APPROPRIATIONS

J udicial
$836,727 $890,310 $770,935
Contingencies
$0 $0 $1,114
Subtotal
$836,727 $890,310 $772,049

$836,727 $890,310 $772,049

$49,578 $0 $0

$886,305 $890,310 $772,049

488
LAW LIBRARY

Program Description: The Bexar County Law Library is housed on the fifth floor of the Bexar
County Courthouse along with the San Antonio Bar Association (SABA). The Law Library provides
reference books and guides that total approximately 80,000 bound volumes. The Law Library Fund
receives revenues from court fines and from charges for copies made. SABA has renovated much of the
area for the 4th Court of Appeals. The space includes several conference rooms available for attorney
conferences and a courtroom used for various hearings and functions.

The Library is available to all judges, attorneys and the general public. The staff continually maintains the
Law Library collection through the acquisition of new books and supplemental materials. Increasingly,
the Law Library is providing access to legal resources through electronic means such as CD-ROMs and
electronic data services. It also has video equipment available for all the courts. The Law Library houses
the copier for library customers as well as all patrons of the County Courthouse and J ustice Center.

FY 2011-12 FY 2012-13 FY 2013-14
Work Load Indicators :
Number of Copies Made 650,000 650,000 650,000
Pro Se Litigants Assisted 660 660 660

Pro Se Litigants Assisted per Day 58 58 58
Computer Users Assisted per Day 55 55 55
Copier Customers Assisted per Day 250 250 250

Number of New Books Acquired 0 0 0

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Personnel $240,793 $253,518 $256,495 $258,424
Operational 107,555 144,000 107,949 144,000
Supplies 488,379 368,511 525,866 368,511
Contingencies 0 0 0 1,114

Total $836,727 $766,029 $890,310 $772,049

- FUND: 210
489

The FY 2013-14 Adopted Budget decreases by 13.3 percent when compared to FY 2012-13 estimates
as described below.

The Personnel Services group increases slightly when compared to the FY 2012-13 estimates due to
slight turnover in FY 2012-2013.

This appropriation includes funding for online services with Lexis Nexis and Thompson West.

The Supplies and Materials group decreases by 29.9 percent when compared to FY 2012-13 estimates
due to a renegotiated contract for books within the Law Library. The office removed any unused
books and periodicals within the library and will begin phasing in online services in the future to help
decrease the cost of replacing books and periodicals.

The Contingencies group proposes funding due to an increase in the Countys contribution rate for
retirement.

Due to declining revenues within the Law Library Fund, the Adopted Budget will have an interfund
transfer of $186,649 from the General Fund to sustain this fund.

FY 2011-12 FY 2012-13 FY 2013-14

Copy Machine Operator 1 1 1
Law Library Administrator/Librarian 1 1 1
Law Library Clerk 2 2 2
Librarian 1 0 0
Library Clerk 2 0 0
Library/Account Clerk 1 1 1
Receptionist 1 1 1

Total Law Library 10 7 7

490
Bexar County, Texas
Drug Court Fund (Fund 211)

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$139,294 $195,395 $218,376

$139,294 $195,395 $218,376

Revenue
Service Fees
$89,730 $91,071 $85,000
Other Revenue
579 521 $450
Subtotal
$90,309 $91,592 $85,450

Total Revenues
$90,309 $91,592 $85,450

$229,603 $286,987 $303,826

APPROPRIATIONS

J udicial
$34,208
$68,611
$78,299
Subtotal
$34,208 $68,611 $78,299

$34,208 $68,611 $78,299

$195,395 $218,376 $225,526

$229,603 $286,987 $303,826

491
DRUG COURT FUND

Program Description: The Drug Court Fund provides resources to be used exclusively for the
development and maintenance of drug court programs operated within the County. The Bexar County
Felony and Misdemeanor Drug Court program directs eligible, non-violent substance abusers into a
completeprogram of drug treatment and rehabilitation services. The goal of the program is to break the
cycle of drugs and crime by substituting jail or prison with an effective treatment alternative. The Drug
Court changes the way non-violent drug addicted defendants are handled by treating the participants for
the addiction, which is usually the reason for their involvement within the criminal justice system. It is
built upon a unique partnership between the criminal justice system and the drug treatment
community. However, it also includes the personal involvement of the Drug Court J udge. This fee is
governed by the Texas Code of Criminal Procedure, Chapter 102, Subchapter A, Article 102.0178 and
charges a $60 fee for drug cases. This fee is a direct response to the 80
th
Legislative Session and was put
into effect J une 15, 2007.

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Personnel Costs $34,208 $77,214 $68,611 $78,299

Total $34,208 $77,214 $68,611 $78,299


The FY 2013-14 Adopted Budget increases by 14 percent as discussed below.

The Personnel group increases by 14 percent when compared to FY 2012-13 estimates due to savings
realized from vacancies in FY 2012-13. The FY 2013-14 Budget provides partial funding for two
Adult Probation Officers.

The FY 2012-13 Adopted Budget includes no program changes.

*This position is proposed to be funded 24 percent in the Misdemeanor Program Income Fund and 76%
in the Drug Court Fund.
FY 2011-12 FY 2012-13 FY 2013-14

Analyst Drug Court* 1 1 1

Total Drug Court Fund 1 1 1
- FUND: 211
492
Bexar County, Texas

Fire Code Fund 212


FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance

Undesignated Funds $1,290,099 $1,689,400 $2,466,540
Total Beginning Balance $1,290,099 $1,689,400 $2,466,540

Revenue
Service Fees $1,306,238 $1,538,505 $1,300,000
Revenue From Use of Assets 5,818 5,532 3,400
Total Revenues $1,312,056 $1,544,037 $1,303,400

TOTAL AVAILABLE FUNDS $2,602,155 $3,233,437 $3,769,940

APPROPRIATIONS

Public Safety $669,209 $729,088 $872,762
Capital Expenditures 243,546 37,809 613,038
Subtotal $912,755 $766,897 $1,485,800

TOTAL OPERATING APPROPRIATIONS $912,755 $766,897 $1,485,800



493
FIRE CODE FUND

Program Description: The Fire Marshals Office is responsible for reviewing plans for new
commercial construction and inspecting buildings for compliance with Bexar County's Fire and Building
Codes. Revenues are generated from fees charged for these services. State law mandates that counties
establish a separate fund for these revenues. State law also mandates that revenues in this fund be
expended only for administration and enforcement of the Fire Code.

This fund was established in September 1993 and the fees were instituted in May 1994.

FY 2011-12 FY 2012-13 FY 2013-14
Number of Annual Fire Inspections 1,576 1,132* 2,500
Number of Fire Education Events 12 10 10
Number of emergency service requests received at
dispatch
24,498 24,948 25,500

Number of Inspections per Fire Inspector 394 566* 625
Average Number of Fire Education Events per Month 3 2.6 2.5
Number of Dispatcher Calls per Dispatcher 5,444 5,544 5,100

Percentage of citizen complaints closed within 24
hours
N/A** N/A** 90%
Number of Fire Education Attendees 501 2,608 250
Number of Inspected Occupancies Impacted by Fire 8 6 3
* From October 2012 through December 2012, two fire inspector positions were vacant and from January 2013
through April 2013, one fire inspector position was vacant.
** Current computer software does not track this information.

COMPANY: 212
494

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Total $912,755 $774,848 $766,894 $1,485,800


Overall, the FY 2013-14 Adopted Budget increases significantly when compared to FY 2012-13
estimates primarily due to the Capital Expenditures group and three program changes as described
below.

The increase is due to three program changes as described below. The FY 2013-14 Adopted Budget
provides full funding for all authorized positions.

estimates. Funding is provided at the same level as the FY 2012-13 budgeted amount as requested
by the Office.

Funding is provided for education expenses and repairs and maintenance of vehicles.

The Supplies and Materials group increases by 14.8 percent when compared to FY 2012-13
estimates. The increase is due to providing supplies to the newly created positions for FY 2013-14.

Funding is allocated in the Capital Expenditures group for FY 2013-14. The funds are for the
purchase of two vehicles that will be needed as a result of the program changes as described below.
The funds will also be used toward the purchase of tools and equipment for the office and
technology equipment, such as network wiring, and computers for the new facility that will house
the Office of Emergency Management and the Fire Marshals Office.

Three program changes are adopted for FY 2013-14 in the amount of $122,077.

The first program change adds one Deputy Fire Marshal (NE-09) position. The position will be
assigned to the Fire Prevention & Inspection Section of the Fire Code Enforcement and
Prevention Division and will conduct fire and safety inspections on all commercial, public
accessible, and multi-family residential buildings in the unincorporated area. The total cost of
this position is $85,774. Fifty percent of the total cost will be funded from the Fire Code Fund
in the amount of $42,887 and 50 percent will be funded in the Fire Code General Fund in the
495
amount of $42,887. The cost includes supplies, such as ammunition and technology items. This
position is listed in the Fire Marshal General Fund Authorized Position list.

The second program change adds one Deputy Fire Marshal (NE-11) position in the amount of
$73,412. The position will assist in the creation of a new Support Services division within the
Fire Marshals Office. This position will perform wildfire risk assessment around the County,
educate the public on fire prevention techniques that can be used and performed to lessen their
fire risk potential, and work with Office of Emergency Management to prepare firefighting and
preparation plans.

The third program change adds one part-time Public Safety Dispatcher (NE-05) position in the
amount of $5,778. During FY 2012-13, the Budget Department conducted a Dispatch Study. As
a result of the study, the Budget Department recommended one part-time Dispatcher position
due to the population increase in the unincorporated area. The addition of this position will also
allow two Dispatchers to be on-duty dispatching during peak call time. The total cost of this
program change is $22,413, of which 75% will be funded by the General Fund in the amount of
$16,635 and 25% will be funded in the Fire Code in the amount of $5,778. This position is
listed in the Fire Marshal General Fund Authorized Position list.

FY 2011-12 FY 2012-13 FY 2013-14
Chief Fire Inspector 1 1 1
Deputy Fire Marshal 3 3 4

Total Fire Code Fund 5 5 6

496
Bexar County, Texas

Juvenile Case Manager Fund 213


FY 2011-12 FY 2012-13 FY 2013-14

AVAILABLE FUNDS

Beginning Balance


Revenue
Interest Revenue 650 574 350
Total Revenues $317,650 $413,287 $330,350


APPROPRIATIONS

Personnel $290,142 $294,827 $283,868



497
JUVENILE CASE MANAGER FUND

The J uvenile Case Manager Fund was created as a result of legislation passed by the 79
th
Texas
Legislature during the 2005 session allowing the assessment of a fee of up to $5 to defendants convicted
of fine-only misdemeanor cases in J ustice of the Peace Courts and County Courts at Law. Bexar County
Commissioners Court approved the collection of the $5 fee in 2006. This fee may only be used to provide
funds for salary and benefits of J uvenile Case Managers employed to provide services in cases involving
juvenile offenders.

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $290,142 $296,578 $294,827 $283,868


The FY 2013-14 Budget decreased by 3.7 percent when compared to FY 2012-13 estimates.

The Personnel Services group decreased by 3.7 percent when compared to FY 2012-13 estimates,
which includes full funding for all authorized positions. The decrease is due to turnover that occurred
within this fund.


FY 2011-12 FY 2012-13 FY 2013-14

J uvenile Case Manager 6 6 6

Total Juvenile Case Manager Fund 6 6 6
- COMPANY: 213
498
Bexar County, Texas

Dispute Resolution Fund 214


FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance, October 1, 2012

Undesignated Funds
$4,686 $0 $0

$4,686 $0 $0

Revenue

Service Fees $517,919 $507,873 $515,000
Other Revenue 27,511 118 70
Subtotal $545,430 $507,991 $515,070

Transfers In $38,544 $90,660 $95,579
Total Revenues
$583,974 $598,651 $610,649

$588,660 $598,651 $610,649

APPROPRIATIONS

J udicial
$588,660 $598,651 $611,649
Subtotal
$588,660 $598,651 $611,649

$588,660 $598,651 $611,649

$0 $0 ($1,000)

$588,660 $598,651 $611,649

499
DISPUTE RESOLUTION FUND

Mission: The Bexar County Dispute Resolution Center (BCDRC) is committed to providing timely,
effective, and caring services to each person in need of our assistance.

Treat our clients with dignity and respect, striving to earn their trust and maintain our credibility.

Provide our clients with a forum in which to resolve their problems and disputes in a peaceful and
expedient manner.

Utilize every opportunity to educate the citizens of Bexar County about our services, promoting, and
encouraging the use of mediation as a means of resolution.

Recognize the immense contributions volunteer mediators make to our success and our ability to conduct
the business of the Center.

Strive to maintain the leading edge in mediation in the State of Texas and to sustain the Center as a model
to be emulated state-wide.

Vision: The vision of the Bexar County Dispute Resolution Center is to provide Bexar County residents
with direct access to mediation (through the utilization of volunteer mediators) as an alternative approach
to resolving interpersonal, family, business consumer, and community disputes and to assist the courts in
the expedient resolution of civil disputes, thereby relieving undue court congestion, costs and delays.


Provide Bexar County residents with direct access to alternative methods and resources for
resolving disputes of all types.
Provide dispute resolution services to assist Bexar County residents to resolve disputes in a fair,
expeditious, and inexpensive manner.
Provide information and referral services for disputes that can best be served by other
community, governmental, and/or social service agencies.
Assist the courts in the resolution of both civil and criminal disputes, thereby, relieving undue
court congestion, costs, and delays.
Provide the public school systems of Bexar County with a peer mediation system which will
enable students to resolve their own problems in a peaceful manner.
Increase the publics awareness and knowledge of the use of mediation as an appropriate means
of dispute resolution.
Encourage enhancement of the Centers service delivery system through continuous
improvements and innovations, including utilization of technological solutions to improve
operations.
Seek new projects and innovative applications for mediation in various arenas, which will
enhance Bexar County Dispute Resolution Center contributions to the community.
Recruit, train, and utilize community volunteers as mediators, intake workers, and presenters.

Program Description: The Bexar County Dispute Resolution Center has three primary functions:
mediation, information/referral, and community education. The Center offers mediation services to Bexar
County residents as an alternative method of resolving citizens' disputes in a peaceful and expeditious
- FUND: 214
500
manner, thereby avoiding judicial action. The Center's mediation services include nine programs:
Community-Based Mediation, Court-Ordered Litigation Mediation, Family Mediation, Childrens Court
Mediation, Mediation in the J ustice of the Peace Courts, Multiparty Public Policy Dispute Resolution,
San Antonio Housing Authority Hearings, and Neighborhood Mediation at San Antonio Police
Departments substations. The Center offers an information and referral service, which assists citizens
with problems or disputes that can best be addressed by other community, governmental, or social service
agencies. The Center also conducts community education activities through the Centers Speakers
Bureau. These activities promote the use of mediation and conflict management as alternative means of
dispute resolution. Speakers Bureau activities include: presentations, lectures, conferences, program
exhibits, and conflict management training seminars. The Center provides peer mediation training
programs to the school systems of Bexar County through the Amigos in Mediation (AIM) program. In
addition, the Center conducts Advanced Mediation Training for volunteer mediators.


FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Average Defendants Directly Supervised 22,187 22,089 22,138
Number of Cashiering Transactions 486,804 528,182 554,591
Number of Misdemeanor Placements Annually 10,136 10,971 10,554
Number of Felony Placements Annually 4,849 4,354 4,602
Average Caseload per Officer
Regular Supervision 129 153 125
Specialized Supervision 45 45 45
PSI Completed per Officer 340 268 304
Percent of Offenders Revoked Monthly
Felony 1.04% 1.05% 1.13%
Misdemeanor 2.07% 1.74% 1.66%
Percent of Early Termination
Felony 13.80% 14.60% 12.70%
Misdemeanor 12.80% 10.74% 9.62%

501

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $588,660 $588,883 $598,651 $611,649


The FY 2013-14 Budget increased by 2 percent when compared to the FY 2012-13 estimates as
described below.

The Personnel Services group increased by 1.6 percent when compared to the FY 2012-13 estimates.
Full funding is provided for all authorized positions.

The Travel and Remunerations group remained flat when compared to FY 2012-13 estimates.
Funding is provided for volunteer stipend payments as requested by the Center to assist the 140
volunteers with travel and parking expenses.

The Operational Costs group increased by 22.6 percent when compared to the FY 2012-13 estimates
due to funding being provided to purchase a new printer.

estimates due to funding being provided at the same level as the FY 2012-13 Budget.



FY 2011-12 FY 2012-13 FY 2013-14
Dispute Resolution Center Director 1 1 1
Intake Coordinator 2 2 2
Intake/Mediation Manager 1 1 1
Mediation Coordinator 2 2 2
Peer Mediation Coordinator 1 1 1

Total - Dispute Resolution Fund 10 10 10
502
Bexar County, Texas
Domestic Relations Office Fund 215

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$ 221,533 $ 194,958 $ 115,114
$ 221,533 $ 194,958 $ 115,114

Revenue
Service Fees
$ 373,004 $ 359,316 $ 360,000
Other Revenue
796 474 500
Subtotal
$ 373,800 $ 359,790 $ 360,500
Total Revenues
$ 373,800 $ 359,790 $ 360,500

$ 595,333 $ 554,748 $ 475,614

APPROPRIATIONS

$ 400,375 $ 439,634 $ 392,064
Subtotal
$ 400,375 $ 439,634 $ 392,064
$ 400,375 $ 439,634 $ 392,064

$ 194,958 $ 115,114 $ 83,550

$ 595,333 $ 554,748 $ 475,614

503
DOMESTIC RELATIONS OFFICE FUND

Program Description: The Domestic Relations Office Fund is maintained by a $15 fee paid upon
filing a child support or paternity suit. The Family Support Services Probation Department works with
individuals who have been placed on probation by the District Courts through the Office of the Attorney
General. This type of probation occurs after a finding of contempt due to non-compliance with a Court
decree regarding child support. The Unit provides a full range of probation services including supervision,
crisis intervention, referral services, and monitoring of payments to ensure that individuals provide
necessary and required support for their children. The degree of supervision varies from active
supervision, reporting by mail to unsupervised status, depending on the individuals degree of effort and
acceptance of responsibility. Probationers being supervised are individuals who otherwise would have
been incarcerated for non-compliance had probation not been an option available to the Court. The Court
frequently imposes a supervision fee ranging from $5 to $25 per month, in addition to the child support
obligation.


FY 2011-12 FY 2012-13 FY 2013-14



Number of Non-Custodial Parents Served 245 270 270
Average Number of Cases Open per Month 70 85 85
Number of Cases Referred to Legal Services Annually 72 96 96


Number of Non-Custodial Parents with Increased

Parenting Time Annually 148 197 197
Average Monthly Legal Caseload 30 45 45
Number of Average Monthly Attorney

Consultations 32 48 48


Increased Parenting Time 60% 60% 80%
Percentage of Access Resolution Cases Resulting

in Increased Visitation 65% 65% 75%
Percentage of Legal Cases Resulting in Increased

Visitation 50% 50% 65%

COMPANY: 215
504
Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Supplies and Materials 1,027 3,800 2,000 700
Interfund Transfer 0 0 0 6,913

Total $400,375 $488,927 $439,634 $392,064


The FY 2013-14 Adopted Budget decreases by 11 percent when compared to the FY 2012-13
estimates. Funding for all FY 2013-14 appropriations are allocated based on the J uvenile Probation
Departments budget requests.

FY 2011-12 FY 2012-13 FY 2013-14

Domestic Relations Office Director 1 1 1
Education Manager* 1 0 0
Program Specialist 1 1 1
Staff Attorney 1 1 1

Total Domestic Relations Office Fund 5 4 4
*Juvenile Probation deleted the Education Manager position during FY 2012-13.
505
Bexar County, Texas

Justice of the Peace Technology Fund 300


FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance


Revenue

Revenue From Use of Assets 891 552 500
Total Revenues $257,024 $331,449 $270,500


APPROPRIATIONS

J udicial $361,686 $295,228 $288,713




506
TECHNOLOGY FUND

The J ustice of the Peace Technology Fund was created as a result of legislation passed by the 77
th
Texas
misdemeanor cases in J ustice of the Peace Courts. Bexar County Commissioners Court approved the
collection of the $4 fee in 2001. The fee was collected for approximately two months, but was suspended
due to pending litigation. A judgment was handed down J une 30, 2003 dismissing the litigation. On
September 9, 2003, Bexar County Commissioners Court reauthorized the collection of the $4 fee. This fee
may be used to provide funds for technological enhancements for justice courts including: computer
systems, computer networks, computer hardware, computer software, imaging systems, electronic kiosks,
electronic ticket writers, and docket management systems. In accordance with article 102.0173 of the
Texas Code of Criminal Procedure, the statute lists technological enhancements that may be purchased
from the fund; however the enhancements are not limited to the items on the list. It is up to the County
Commissioners Court to determine and approve what items may be purchased from the fund.

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $361,686 $272,414 $295,228 $288,713


The FY 2013-14 Budget decreased by 2.2 percent when compared to FY 2012-13 estimates due to
one-time technology expenditures in FY 2012-13.

The Personnel Services Group remained relatively flat when compared to FY 2012-13 estimates.
Full funding is provided for all positions.

The Operational Costs group funds $10,000 per J ustice of the Peace Office for technology
improvement equipment purchases for FY 2013-14. The appropriation decreased by 4.9 percent due
to one-time Technology expenditures in FY 2012-13.

- COMPANY: 300
507
Operational and Supplies Breakout by Precinct:

Operational
J ustice of the Peace Precinct 1, Place 1 $10,000
J ustice of the Peace Precinct 1, Place 3 10,000
J ustice of the Peace Precinct 2 10,000
TOTAL $50,000

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Technology Business Analyst 1 1 1

Total Justice of the Peace Technology Fund 2 2 2

508
Bexar County, Texas

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance

$20,337 $47,154 $74,972

Revenue
Service Fees $26,704 $27,683 $20,000
Other Revenue 113 135 50
Subtotal $26,817 $27,818 $20,050

Total Revenues
$26,817 $27,818 $20,050

$47,154 $74,972 $95,022

APPROPRIATIONS

General Government $0 $0 $20,000
Subtotal $0 $0 $20,000

$0 $0 $20,000

$47,154 $74,972 $75,022

$47,154 $74,972 $95,022

509

DISTRICT AND COUNTY COURT
TECHNOLOGY FUND

Program Description: Article 102.0169 of the Texas Code of Criminal Procedure provides for the
mandatory collection of a $4 fee by a defendant convicted of a criminal offense in a County Court,
statutory County Court, or District Court. The fee shall be deposited in a fund known as the District and
County Court Technology Fund. The fund shall be used to cover the expenses associated with continuing
education and training for County Court, statutory County Court, or District Court judges, and clerks
regarding technological enhancements for those courts. These funds may also be used for the purchase
and maintenance of technological enhancements for a County Court, statutory County Court, or District
Court.

The District and County Court Technology Fund shall be administered by and under the direction of the
Commissioners Court of the County.

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Operational $0 $20,000 $0 $20,000

Total $0 $20,000 $0 $20,000


The FY 2013-14 Adopted Budget allocates a total of $20,000 for the purchase of technology for the
District Courts and the County Courts-at-Law.

- COMPANY: 301

510
Bexar County, Texas
Court Facilities Improvement Fund 306

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$ 970,243 $ 1,468,174 $ 1,986,391
$ 970,243 $ 1,468,174 $ 1,986,391

Revenue

Service Fees
$ 493,727 $ 514,279 $ 490,000
Other Revenue
$ 4,204 $ 3,938 $ 1,700
Subtotal
$ 497,931 $ 518,217 $ 491,700
Total Revenues
$ 497,931 $ 518,217 $ 491,700

$ 1,468,174 $ 1,986,391 $ 2,478,091

APPROPRIATIONS

$ 0 $ 0 $ 250,000
Subtotal
$ 0 $ 0 $ 250,000
$ 0 $ 0 $ 250,000

$ 1,468,174 $ 1,986,391 $ 2,228,091

$ 1,468,174 $ 1,986,391 $ 2,478,091

511
COURT FACILITIES IMPROVEMENT
FUND

The Court Facilities Improvement Fund is a Bexar County Operating Fund created as a result of
legislation passed by the 81
st
Session of the Texas Legislature. The legislation allows the assessment of a
fee of up to $15 for each civil case filed in the court. The fees collected may be used for the construction,
renovation, or improvement of the facilities that house the Bexar County Civil and Criminal Courts. This
fund is budgeted by approval of the Commissioners Court in accordance with Section 51.706 of the Texas
Government Code.

Appropriations:
FY 2012-13
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Capital Expenditures $0 $0 $250,000

Total $0 $0 $250,000


Funding is allocated in the Capital Expenditures group for FY 2013-14. These funds are for
improvements in the Bexar County Courthouse, such as repairs of the air conditioning ducts and
extension of the catwalk. Since the creation of this fund, no expenditures have occurred.
-
COMPANY: 306
512
Bexar County, Texas
Fleet Maintenance Fund 504

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$ 423,031 $ 384,938 $ 295,149
$ 423,031 $ 384,938 $ 295,149

Revenue
Service Fees
$ 660,348 $ 573,800 $ 573,800
Other Revenue
3,582 2,943 500
Subtotal
$ 663,930 $ 576,743 $ 574,300
Total Revenues
$ 663,930 $ 576,743 $ 574,300

$ 1,086,961 $ 961,681 $ 869,449

APPROPRIATIONS

General Government
$ 702,023 $ 666,532 $ 815,557
Contingencies
0 0 3,249
Subtotal
$ 702,023 $ 666,532 $ 818,806
$ 702,023 $ 666,532 $ 818,806

$ 384,938 $ 295,149 $ 50,643

$ 1,086,961 $ 961,681 $ 869,449

513
PUBLIC WORKS
FLEET MAINTENANCE FUND

DIRECTOR OF PUBLIC WORKS

FLEET MAINTENANCE
DIRECTOR
OFFICE ASSISTANT III

AUTO PARTS
CLERK
AUTOMOTIVE
J OURNEYMAN
AUTOMOTIVE
SERVICE WORKER
AUTOMOTIVE
MECHANICS

COUNTY MANAGER
AUTOMOTIVE
MAINTENANCE
SUPERVISOR

514
PUBLIC WORKS
FLEET MAINTENANCE FUND

The Public Works - Fleet Maintenance Fund was established to provide for the safety and extended life of
the Countys light vehicles and lawn equipment. The Fleet Maintenance division is tasked with providing
County vehicles with periodic preventive maintenance, evaluating and recommending vehicles for
replacement based on maintenance and operational cost analyses, developing specifications for contract
repairs, and serving as technical advisor to other offices and departments in developing special equipment
and vehicle bid specifications. The Fleet Maintenance Director is the Chair of the Bexar County Vehicle
Replacement Committee.


Provide safe and mechanically sound vehicles to our customers, especially those who drive
emergency vehicles that provide for public safety for Bexar County Citizens.
Reduce the number of unscheduled repairs by providing an aggressive and methodical preventive
maintenance program for all Bexar County vehicles and equipment.
Assist all offices and departments in having the proper vehicle or piece of equipment to perform
their missions.
Assist in getting the best return for all Bexar County vehicles at the time of sale.
Establish a work atmosphere that promotes the effective and efficient management of Bexar County
resources.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Total Patrol Vehicles in Fleet
(#of maintenance services performed)
140
657
115
750
125
700
Total Traffic Vehicles in Fleet
(#of maintenance services performed)
99
302
90
315
90
315
Total Hybrid units 13 16 16

Maintenance Cost per Mile (Patrol) .13 .20 .20
Maintenance Cost per Mile (Traffic) .16 .18 .20
Ratio of Vehicles per Mechanic 116 110 127

Percentage of Days Available Patrol Vehicles 99% 98% 98%
Percentage of Days Available Traffic Vehicles 98% 96% 96%
Percentage of Days Available Light Vehicles 98% 98% 98%

COMPANY: 504
515
Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14
Total $702,023 $831,064 $666,532 $818,806


Overall, the FY 2013-14 Adopted Budget increases by 22.8 percent when compared to FY 2012-13
estimates, which is primarily due to the Personnel Services group and the Operational Costs group as
described below.

This increase is due to savings realized from vacant positions that occurred during FY 2012-13.

Funding is provided within the Travel and Remunerations group for the certification of the
Automotive Mechanics.

Funding is provided for the replacement of the air conditioning system in the Fleet Maintenance
facility.

The Supplies and Materials group decreases by 26 percent when compared to FY 2012-13 estimates.
During FY 2012-13, the Division purchased office furniture, which is not budgeted for FY 2013-14.


FY 2011-12 FY 2012-13 FY 2013-14
Automotive J ourneyman 2 2 2
Automotive Maintenance Supervisor 1 1 1
Automotive Mechanic 5 5 5
Automotive Parts Clerk 1 1 1
Automotive Service Worker 1 2 2
Fleet Maintenance Director 1 1 1
Fleet Technician 0 1.5 1.5
Deputy Sheriff-Detention 1 0 0

Total Public Works Fleet Maintenance 14 14.5 14.5

516
Bexar County, Texas

Technology Improvement Fund 565


FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance

Undesignated Funds $213,151
$201,135 $211,986

Revenue

Service Fees
$383,112 $608,159 $947,218
Other Revenue
0 3,416 0
Total Revenues
$383,112 $611,575 $947,218

$596,263 $812,710 $1,159,204

APPROPRIATIONS

General Government
$395,128 $600,724 $1,090,090
Subtotal
$395,128 $600,724 $1,090,090

$395,128 $600,724 $1,090,090

$201,135 $211,986 $69,114

$596,263 $812,710 $1,159,204

517
TECHNOLOGY IMPROVEMENT FUND

Program Description: The Technology Improvements Fund was established in FY 1998-99 as a
result of a performance review of the Bexar County Information Technology Department (BCIT). The
outside consultant, MGT of America, made recommendations designed to improve the Countys
technology planning and services. This fund facilitates the purchase of computer-related equipment. It is
designed to satisfy the departmental requirement for an internal information technology budget, while
maintaining centralized control of the purchasing process to maintain Countywide technology standards.
The goal is to maintain the highest level of performance for each departments unique needs, while
maintaining overall connectivity between systems.

Prior to FY 1998-99, the technology improvements were expensed either in the BCIT budget or
appropriated in the capital expenditure line item of individual offices and departments. This budgeting
approach made it difficult to track and control the Countys investments in technology.

The system of allocating all the costs of technology improvements to County Offices and Departments
more accurately assesses the true costs of the operation of these offices and departments. This system also
places managerial control of these costs within each organization. Once transferred to the Technology
Fund, the funding for each Office and Departments technology needs are tracked separately to ensure
that the contributions made by each are used only to purchase their technology equipment recommended
in the budget process. In turn, this system also gives County Officials and Department heads better cost
information with which to assess their Offices or Departments performance.

Performance Indicators: (See Information Technology)

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Travel and Remunerations 2,201 0 0 0
Capital Expenditures 1,088 0 0 0
Contingencies 0 0 0 617

Total $395,128 $1,064,620 $600,724 $1,090,090

-COMPANY: 565
518

The FY 2013-14 Adopted Budget increases significantly when compared to FY 2012-13 estimates.
This is due to an increase in the Supplies and Materials appropriation group as described below.

The Personnel Services group decreases by 10.4 percent when compared to FY 2012-13 estimates.
This increase is due to turnover in FY 2012-13that is not anticipated in FY 2013-14.

No funding is proposed for the Travel and Remunerations group or the Capital Expenditures Group.
Expenditures in FY 2012-13 within these groups were one-time expenditures, which will not occur in
FY 2013-14.

The Supplies and Material group increases significantly when compared to FY 2012-13 estimates.
Funding is allocated for the purchase of new technology items and the replacement of existing
technology, such as monitors and printers for Offices and Departments.

The Contingencies group proposes funding due to an increase in the Countys contribution rate for
retirement.

FY 2011-12 FY 2012-13 FY 2013-14

Network Architect I 1 1 1
Network Architect II 1 1 1

Total Technology Improvement Fund 2 2 2

Appropriations:

Office/Department Amount
Adult Probation $186,752
AgriLife $3,117
Bail Bond Board $718
BCIT $179,254
Civil District Courts $9,556
Community Programs 4704 $3,962
Constable 2 $2,036
Constable 4 $411
County Auditor $10,600
County Clerk $52,467
County Courts at Law $10,892
Crime Lab $6,447
Criminal District Attorney $35,890
519
Office/Department Amount
Criminal District Courts $3,830
Dispute Resolution $2,772
District Clerk $10,000
Economic Development $2,400
Environmental Services Storm Water Fund $10,909
Facilities and Parks - Administration $6,403
Fire Code Fund $9,660
Fleet Maintenance Fund $3,000
Fund 200 County Clerk Records Management $12,000
J P Tech Fund $50,000
J uvenile District Courts $1,260
Medical Examiner $3,200
Office of the County Manager Emergency Management $59,700
Office of the County Manager - Fire Marshal $900
Pre-Trial $3,573
Probate Courts $3,798
Sheriff ADC $27,868
Sheriff LE $119,847
Sheriff Support $85,638
Tax Office $20,131
Veteran Services 4706 $3,356
Technology Baseline Total: $942,347
Sheriff LE $723
Constable 1 $1,148
Medical Examiner $3,000
Technology Program Change Total: $4,871
Technology Grand Total: $947,218

520
CAPITAL LEASE PROJECTS FUND

Program Description: The projects in this fund were funded through Master Lease Agreements up until
2008-09. This funding mechanism allowed the County to match the term of the liability to the life of the
asset being financed at competitive rates. In FY 2008-09, the County began to fund this equipment with
short-term Certificates of Obligation. The FY 2013-14 Adopted Budget continues this practice. The
projects below are the remaining active projects from the Capital Lease Fund and the Efficiencies and
Innovations Fund:

Database Integration: Integrate existing scattered SQL databases into a single, more robust and
reliable Oracle database platform with dedicated SAN storage and centralized backup/recovery
features. This will enhance operations, reliability, fault tolerance, data integrity and reduce risk of
data and productivity loss. It will also ease the administration of hardware and software. The total
estimated cost of this project is $157,000.

SAP System: In September 2003, the County began using the new SAP County Human Resources
Information Software system (CHRIS) and the CHRIS Customer Center (CCC) was established.
Since that time, the CHRIS project team has begun implementation of the system to provide full
functionality to all offices and departments. The total estimated cost of this project is $431,000.

Building Maintenance Truck: The purchase of an additional truck for Infrastructure Services
County Building Maintenance was approved due to the addition of a countywide construction crew.
The estimated completion date is September 2009. The purchase was completed for $24,100. The
remaining balance will be transferred into the Efficiencies and Innovations Project. (Completed)

Jail Track SAS System: This project, created in FY 2010-11, provides for the purchase of
programming assistance with the J ail Track SAS Computer System. The total estimated cost of the
project is $449,603.

CSS Collections System: This project provides for the purchase of the CSS software system for the
Collections Department. The total estimated cost of this project is $105,973.

Database Integration
$157,000 $92,268 $64,732
SAP System
431,000 301,030 129,970
Building Maintenance Truck
30,000 24,100 5,900
J ail Track SAS System
449,603 449,603 0
CSS Collections System
105,973 72,972 33,001
Total
$1,173,576 $939,973 $233,603

- COMPANY: 700
521
During the FY 2010-11, the Efficiencies and Innovations Fund was created as a subset of the Capital
Lease Program. The funds were established as a result of cash remaining from the Capital Lease Projects
buyout. The following are the current projects created to enhance daily business operations and create
efficiencies to include the automation of business processes. The Efficiencies and Innovations Project
balance is also reflected in the list below.

Project
Project Budget Activity to Date Funds Available
Cisco Network Implementation Services
$165,000 $52,062 $112,938
IVR Programming Assistance
100,000 0 100,000
Pretrial Services IVR
29,800 0 29,800
Staff Augmentation for BCIT
200,000 194,672 5,328
Computer Aided Dispatch System
567,300 567,250 50
KOVIS Licenses
261,868 17,316 244,552
CSCD Case Management System
110,000 109,458 542
Medical Examiner Digital Dictation System
25,800 23,971 1,829
Purchasing Inventory Outsourcing
50,000 0 50,000
Software Maintenance for Middleware
242,959 208,107 34,852
Software Maintenance for 999S Sol
236,980 216,024 20,956
AMS Financial Management Maintenance
135,027 67,514 67,513
License Agreement with Software AG
525,000 525,000 0
Crime Lab Information Management System
110,457 110,457 0
Efficiencies And Innovations Project
793,682 0 793,682
Pretrial Technology Equipment
45,800 45,629 171
County Imaging Project
228,700 215,191 13,509
Medical Examiner Imaging Project
70,000 0 70,000
Sheriff Process Improvements
50,000 49,000 1,000
CSS Specialty Courts
19,000 0 19,000
HR Online Open Enrollment
200,000 0 200,000
Total
$4,167,373 $2,401,651 $1,765,722

522

GRANT FUNDS

523

Toudouze Building
The Toudouze Building is located near the Bexar County Adult Detention Center. This facility currently
houses the Bexar County Felony Drug Court. This court focuses on specialized treatment for felony
offenders in Bexar County.
This building will also house the Adult Detention Center video visitation section and the Re-Entry
Facility. The Re-Entry Facility will offer services to criminal offenders and will aim to reduce recidivism.
The estimated cost for video visitation is approximately $5,675,060 and the Re-Entry Facility is
approximately $1,500,000.
524
Bexar County, Texas
Grants-In-Aid 800

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$5,939,031 $4,396,911 $0

$5,939,031 $4,396,911 $0

Revenue
$30,947,259 $19,548,535 $20,140,000
Proceeds from Sales of Assets
2,930 0 0
Other Revenue
996 (863) 82,000
Subtotal
$30,951,185 $19,547,672 $20,222,000

Interfund Transfers
$5,282,795 $73,980 $893,564
Total Revenues
$36,233,980 $19,621,652 $21,115,564

$42,173,011 $24,018,563 $21,115,564

APPROPRIATIONS

General Government
$6,860,557 $4,510,000 $3,923,700
J udicial
1,814,237 924,000 803,880
Public Safety
3,251,362 2,341,000 2,153,720
Capital Projects
2,086,218 952,000 866,320
22,746,243 14,650,000 12,877,600
1,017,483 641,563 490,344
Subtotal
$37,776,100 $24,018,563 $21,115,564

$37,776,100 $24,018,563 $21,115,564

$4,396,911 $0 $0

$42,173,011 $24,018,563 $21,115,564

525
- FUND: 800 GRANTS-IN-AID FUND


Bexar County continuously explores opportunities to use grants to supplement annual budget allocations
in support of services provided by County offices and departments. Grant funds also serve as potential
seed money for new programs and/or services, particularly within County priority areas of concern,
identified gaps in service, and other service needs.

Prior to receiving grants from multiple state and federal sources, the Commissioners Court will approve,
in advance, Office and Department applications for discretionary grant funding. Programs and services
funded by grant monies are authorized only for the term of the grant. Likewise, positions that are funded
by grant resources are authorized only for the term of the grant and employees who fill these positions are
notified of this condition of employment. Grants appearing in this fund vary from year to year as some
expire and others become active. Currently, all grants' budgets appear under this fund, including grants
received that were not anticipated at the time that the budget was prepared. The County's cash matches for
grants, if required, are appropriated in the responsible Office or Department's budget. Estimates are based
on the best available data at the time the budget is prepared.


Each grant includes performance indicators particular to its service and/or program activities. These
indicators become part of the grant submission and award. Bexar County Offices and Departments which
are awarded grant funds are responsible for adhering to all grantor requirements, including but not limited
to grant certifications, training, submission of regular progress reports, maintenance of written policies
and procedures and other documentation supporting grant activities, and notifying the grantor agency of
grant changes. Performance reports are reviewed by the County in recommending support for grant
renewal or continued service funding through other non-grant means.

Appropriations:

County grants are listed with the total grant budget, expenditures to date, and the remaining funds
available. Each Grant is listed by funding source. Many of the grant years are different than the Countys
fiscal year. Therefore, a significant amount of funds can be carried forward each year, depending on the
term of each grant.

Due to various grant applications and terms, grant appropriations and authorized positions are
approximate and may fluctuate throughout the Fiscal Year.

526
Grant Authorized Positions:

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Adult Probation

JAG Adult Drug Court JA1202390101

Probation Officer 3 3 2
Veterans Court Grant MS1307470601

Re-Entry Court MS1113471301


Juvenile Probation

Family Preservation Grant JM131801, JM131802

Senior J uvenile Probation Officer 3 2 2
Program Aide 1 1 1
CJD Juvenile Drug Court JM122001

Justice Assistance Grant JR0904410101

Project Connect JM111801

Project Safe Neighborhoods JM091601

Access and Visitation Grant JM101701

Access Coordinator 1 1 0
Keeping It Real JM121901

Program Aide 1 1 1


State Homeland Security Grant HLS0902507001

Volunteer Services Specialist 1 1 0
Urban Area Security Initiatives HLS1202507001

Weapons of Mass Destruction/Hazardous Materials Team
Coordinator 1 1 0

District Clerk

Adult Drug Court (CJD)MS1206390101

Criminal Court Clerk 1 1 1

527

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget


Family Preservation Grant JM121801

Misdemeanor Prosecutor 1 1 1
Victim Empowerment (COSA)
MS1332133001,MS1332133002

Licensed Professional Counseling Supervisor 0 1 1
Community Resource Manager 0 1 1
Justice Assistance Grant JA1107130002, JA1207130002

Prosecutor V 1 0 0
Advocate 2 2 1
Justice Assistance Grant

Elder Fraud Advocate 1 1 1
Domestic Violence Advocate 1 1 1
AVON Foundation Grant MS1323133001

Crime Victim Liaison 1 1 1
Family Justice Center Foundation Grant MS1322130001

Allstate Foundation Grant MS1324133001

Crime Victim Liaison 1 1 1

Civil District Court

Family Drug Treatment Court MS1205370001

Family Support Monitor 1 1 1
Justice Assistance Grant Recovery JR0904410101

Family Drug Court Monitor 1 1 1
Family Support Monitor 2 1 1

Criminal District Courts
Re-Entry Court Grant MS1113471301

Case Manager 1 1 1
Adult Treatment Court MS1344390101
Case Manager 1 2 0
Justice Assistance Grant JA1002471301
Data Tracking Specialist 1 1 1
Re-Entry Court Grant MS1217471301

Case Manager 2 2 2

528

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget
Bexar County Sheriff

Human Trafficking Task Force MS1321230001

Investigator-FY 2013-14 Pending Grant Award 2 2 2
Analyst FY 2013-14 Pending Grant Award 1 1 1
ReAct Grant MS1304230001

Investigator 2 2 2

Judicial Services

Veterans Court (CJD ) MS1307470601

Intake Specialist 1 0 0
Veterans Treatment Court Manager 1 1 1
Veterans Court (SAMHSA) MS1320470601

Veterans Court Case Manager 1 1 1
Veterans Court (SAMHSA) MS1211470601

Veterans Treatment Court Project Director 0 1 1
Adult Treatment Court MS1344390101
Problem Solving Courts-Case Manager 0 4 4
Re-Entry Court MS1113471301

Re-Entry Court Case Manager- Misdemeanor 1 1 1
Adult Drug Court MS0401340001
Adult Drug Court/DWI Court Manager 0 1 1
Senior Data Analyst - Specialty Court 1 1 1

Community Resources
Comprehensive Energy Assistance Program CEAP122
Client Services Supervisor 2 2 2
Client Services Manager .5 .5 .5
Intake Worker 7 5 4
SARAH Continuum of Care MS1347470401
Continuum of Care Planning Coordinator 0 1 1
S.A.F.E. Program MS1107470401

Grant Support Specialist 1 0 0
Community Programs Project Analyst 1 0 0
Ryan White AR139900001, AM139900001, BS139900001

Accountant III - Grants 1 1 1
Staff Auditor V .5 .5 .5
Community Health Coordinator 1 1 1
Fiscal Monitor 2 1 1

529

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

HIV Contract Analyst 1 1 1
HIV Coordinator 1 0 0
HIV Planner 2 0 0
HIV Planning Council Liaison 1 1 1
HIV Analyst 1 1 1
Lead Fiscal Monitor 0 1 1
Operations Manager 0.2 0.2 0.2
Quality Management Specialist 1 0 0
Emergency Shelter Grant MS1121470401

Project Analyst 1 0 0
Child Welfare Strategic Alliance JA1307471401
Forensic Interview Specialist 0 1 1

Economic Development CIED
CIED MS1310510001

Executive Director of Economic Development
.25 .25 .25
Deputy Director-Economic Development
.50 .50 .50
CIED Data Program Manager
0 0 1
Economic Development Manager*
0 0 0

*The Economic Development Managers are receiving a stipend from CIED proportionate to workload and
involvement in CIED functions, due to the restructuring of Economic Development in FY 2013-14.

530
Appropriations:
Activity Code Grant Title Budget
Activity to
Date
Funds
Remaining
CEAP10 CEAP-2010* $5,099,095 $3,585,244 $1,513,851
CEAP11 CEAP-2011*

13,292,265

12,699,476

592,789
CEAP12 CEAP-2012

14,169,072

12,169,060

2,000,012
CEAP13 CEAP-2013

5,816,867

772,399

5,044,468
HI02 HIDALGO FOUNDATION-2002

58,330

22,552

35,778
HI0301502001 SBS Technology Updates

903,995

0

903,995
HI0301502002 Children's Drug Court

320,000

0

320,000
HI0301502003 Historical Furniture Restoration

4,583

0

4,583
HI0501502001 General Restoration

400,009

0

400,009
HI0801370001 Unrestricted funds

79,183

0

79,183
HI09 HIDALGO FOUNDATION-2009

202,973

202,973 0
HLS04 State Home Land Security Prg-2004*

12,338

(4,186)

16,524

1,924

(1,918)

3,842

832,592

830,195

2,397

1,844,118

1,839,490

4,628
HLS10 State Home Land Security Prg-2010

1,157,657

1,157,245

412

192,367

189,464

2,903

232,500

31,681

200,819
J A09 J AG Program-2009*

6,621

6,466

155
J A10 J AG Program-2010*

379,194

375,823

3,371
J A11 J AG Program-2011

992,124

984,920

7,204

778,632

777,678

954

708,501

580,895

127,606
J R09 J AG Recovery 2009-COSA

798,758

724,531

74,227
J S09 J AG State Recovery-2009*

456,237

298,268

157,969
J J 11
J uvenile J ustice Alternative Education
Program-2011

3,237,857

2,478,062

759,795
531
Activity to
Date
Funds
Remaining
J J 12
Program-2012

1,506,012

1,225,967

280,045
J J 13
Program-2013

1,473,318

1,151,040

322,278
J M08 J uvenile Prob-Miscellaneous Grants 2008*

81,837

48,256

33,581
J M09 J uvenile Prob-Miscellaneous Grants 2009*

79,051

86,308

(7,257)
J M10 J uvenile Prob-Miscellaneous Grants 2010

995,991

871,265

124,726

1,512,077

489,525

1,022,552

835,477

710,799

124,678

926,804

727,895

198,909
J P07 TJ PC-2007*

35,244

27,139

8,105
J P08 TJ PC-2008*

194,043

152,032

42,011
J P09 TJ PC-2009*

305,193

258,898

46,295
J P10 TJ PC-2010*

499,948

406,900

93,048
J P11 TJ PC-2011*

9,209,515

7,832,629

1,376,886
J P12 TJ J D-2011

9,355,954

8,678,479

677,475
J P13 TJ J D-2012/2013

9,900,569

7,658,722

2,241,847
AM10 Ryan White Part A-MAI 2010*

289,871

212,472

77,399
AM11 Ryan White Part A-MAI 2011*

445,521

389,612

55,909
AM12 Ryan White Part A-MAI 2012

436,486

385,356

51,130
AM13 Ryan White Part A-MAI 2013

378,112

93,622

284,490
AR10 Ryan White Part A 2010*

1,607,106

1,511,348

95,758
AR11 Ryan White Part A 2011*

3,172,078

3,133,156

38,922
AR12 Ryan White Part A 2012

3,097,240

3,027,675

69,565
AR13 Ryan White Part A 2013

2,798,249

1,007,313

1,790,936
AS10 Ryan White Part A-Supplemental 2010*

748,526

584,602

163,924
AS11 Ryan White Part A-Supplemental 2011*

910,866

910,866 0
AS12 Ryan White Part A-Supplemental 2012

1,160,541

1,160,501

40

532
Activity to
Date
Funds
Remaining
AS13 Ryan White Part A-Supplemental 2013

1,141,612

2,933

1,138,679
BH10 Ryan White-Hopwa 2010*

101,589

85,593

15,996

211,000

207,959

3,041

115,472

113,191

2,281
BH13 Ryan White-Hopwa 2013

197,950

77,583

120,367
BH13A Ryan White-Hopwa 2013 2nd contract

252,827

82,111

170,716
BS10
Ryan White Part B-State Service Delivery
2010*

989,413

870,096

119,317
BS11
2011*

1,675,176

1,593,989

81,187
BS12
2012*

691,351

651,818

39,533
BS13
2013

1,860,434

1,219,203

641,231
SR10 Ryan White Part B-State Services 2010*

703,198

688,218

14,980
SR11 Ryan White Part B-State Services 2011*

736,202

726,950

9,252
SR13 Ryan White Part B-State Services 2013

731,188

558,624

172,564
SS11 Part B Service Delivery Supplemental 2011*

35,000

31,698

3,302
MS0403110001 HAVA-COMPLIANCE*

83,048

83,048

0
MS0501230001 OCDETF -Overtime

75,917

67,563

8,354
MS0502230001 FBI - Overtime

56,209

45,904

10,305
MS0503230001 DEA - Overtime

58,750

43,483

15,267
MS0504230001 US Marshals-Overtime

78,932

103,085

(24,153)
MS0901470701 DNA Backlog*

321,899

259,150

62,749
MS1001230001 Immigration/Customs

61,903

87,267

(25,364)
MS1002230001 Human Trafficking*

195,818

196,573

(755)
MS1003130001 Enhanced Intake Program*

113,747

41,383

72,364
MS1005370001 Family Drug Treatment Court*

170,725

165,969

4,756
MS1006370001 Family Drug Court*

180,337

77,223

103,114
MS1007390101 Adult Drug Court*

202,178

163,625

38,553
MS1008 Lackland AFB J oint Land Use Study*

221,837

99,485

122,352
533
Activity to
Date
Funds
Remaining
MS1009130001 Community Advocate Program*

114,046

101,112

12,934
MS1010230001 Victims of Crime Liaison Grant*

49,841

47,771

2,070
MS1011230001 Internet Crime Against Children*

7,251

5,037

2,214
MS1012230001 Regional Auto Crimes Team*

149,279

138,217

11,062
MS1013230001 Bulletproof Vest

87,402

87,301

101
MS1014504101 SEP-HCP

1,435,503

1,111,097

324,406
MS1015504101 Photovoltaic Panels

1,105,608

951,500

154,108
MS1016470301 Recovery Act: EECBG

2,113,380

2,118,274

(4,894)
MS1017470401 FY-10HPRP*

239,322

239,322 0
MS1018471101 Amigos In Mediation

6,053

4,728

1,325
MS1019340601 FY10-Veteran's court-State-DCJ

102,000

52,950

49,050
MS1020340601 FY10-Veteran's court-HHS

224,180

18,900

205,280
MS1021230001 Tobacco Compliance Grant*

57,000

56,986

14
MS1101504101 ARRA:DOE-BC Rooftop Solar cell*

2,500,000

2,500,000 0
MS1102133001 Avon Foundation*

49,275

45,349

3,926
MS1103470401 HOGG Foundation

166,655

166,655 0
MS1104230001 Bulletproof Vest*

93,823

93,443

380
MS1105470701 COVERDELL FORENSIC*

49,300

36,734

12,566
MS1106470701 DNA Backlog*

127,119

88,309

38,810
MS1107470401 S.A.F.E. Program

375,000

95,220

279,780
MS1108390101 FY11-Adult Drug Court*

363,369

184,699

178,670
MS1109995201 Coliseum Advisory

1,725,000

1,586,720

138,280
MS1110 Economic Development Incentive 2011

1,600,000

1,263,422

336,578
MS1111340601 Veteran's Court-DOJ

181,620

154,110

27,510
MS1112340601 Veteran's Commission-TVC*

40,000

19,203

20,797
MS1113471301 Re-Entry Court (DOJ )

1,074,911

543,168

531,743
MS1114504101 Dump Your J unk*

90,365

48,842

41,523
534
Activity to
Date
Funds
Remaining
MS1115471101 SA Bar A Donation 2011-2012

39,375

20,717

18,658
MS1116470301 Water Harvesting for SA Food Bank*

80,000

80,000 0
MS1117130001 Children's Fund of San Antonio

16,431

16,280

151
MS1118470301 Twin Valley PCI Building*

3,325

2,975

350
MS1119130001 Family J ustice Center Foundation*

39,193

12,948

26,245
MS1120504101 BC Mission County Park II

1,500,000

1,500,000 0
MS1121470401 Emergency shelter Grants*

104,000

77,916

26,084
MS1122200101 National Night Out

2,407

100

2,307
MS1123470401 Community Services Block Grant*

76,179

64,658

11,521
MS1201230001 Tobacco Compliance

49,000

48,380

620
MS1203340601 Adult Drug Court - 3yrs MISDEM

48,339

92

48,247
MS1203390101 Adult Drug Court - 3yrs FELONY

478,670

292,901

185,769
MS1204230001 ReAct Grant*

163,568

149,770

13,798
MS1205370001 Family Drug Treatment Court

174,772

171,220

3,552
MS1206390101 Adult Drug Court FY2012

220,121

200,431

19,690
MS1207470601 Veterans Court (CJ D)

102,000

37,927

64,073
MS1208370001 Family Drug Court

62,398

0

62,398
MS1209130001 Vulnerable Victim Advocacy Program*

97,720

75,966

21,754
MS1210510001 Economic Development Incentive 2012

7,320,090

6,941,237

378,853
MS1211130001 Texas VINE Grant*

97,595

97,595 0
MS1211470601 Veterans Court(SAMHSA)*

348,139

23,360

324,779
MS1212230001 Sheriff's Intellectual Property

200,000

32,540

167,460
MS1214470201 Prescription Discount Card-Gen

93,940

22,578

71,362
MS1214470202 Prescription Discount Card-FM

6,588

0

6,588
MS1216300301 PCT#3 off duty patrol UTSA

18,576

0

18,576
MS1217471301 2nd Chance Act Reentry(CORE)

600,000

421,621

178,379
MS1218230001 Texas Traffic Safety-S.T.E.P.

690,136

553,681

136,455
535
Activity to
Date
Funds
Remaining
MS1221230001 Human Trafficking*

213,463

175,031

38,432
MS1222130001 Family J ustice Center Foundation

39,193

33,256

5,937
MS1223133001 2012 Avon Foundation

55,000

32,241

22,759
MS1224133001 Allstate Foundation Grant

49,275

30,864

18,411
MS1225470701 Forensic DNA Backlog Program

335,751

0

335,751
MS1226130001 No-Refusal Initiative (DWI)*

241,233

180,000

61,233
MS1227504101 BC Mission County Park III

2,000,000

2,000,000 0
MS1228502001 TX Hist Comm - BC Courthouse R

12,888,913

0

12,888,913
MS1229230001 Bulletproof Vest

135,212

127,881

7,331
MS1230230001 Internet Crime Against Children

18,667

18,659

8
MS1231230001 Texas School Safety Ctr - Toba

40,800

9,364

31,436
MS1232510001 Randolph AFB (J LUS)

317,556

9,786

307,770
MS1233230001 Click it or Ticket*

29,923

14,388

15,535
MS1234110301 Federal Voting Assistance Program

466,939

42,086

424,853
MS1235200101 K-9 Donation

8,084

6,000

2,084
MS1241470401 CJ D-Central Magistration Division

29,296

26,080

3,216
MS1304230001 ReAct Grant

165,567

149,084

16,483
MS1305370001 Family Drug Treatment Court

190,610

134,010

56,600
MS1306390101 Adult Drug Court 40% CJ D

70,984

23,199

47,785
MS1306390102 Felony Drug Court CJ D

175,848

86,604

89,244
MS1307470601 Veterans Court (CJ D)

122,400

114,260

8,140
MS1310510001 CIED-Economic Development 2013

2,194,588

1,590,167

604,421
MS1311130001 2013 Texas VINE Grant

92,716

0

92,716
MS1315471101 SA Bar A Donation 2012-2013

18,658

17,531

1,127
MS1318230001 Texas Traffic Safety-S.T.E.P.

522,995

450,442

72,553
MS1320470601 Veterans Court(SAMHSA)

396,246

7,175

389,071
MS1321230001 Human Trafficking

188,112

159,070

29,042
536
Activity to
Date
Funds
Remaining
MS1322133001 Family J ustice Center Found OA

44,846

13,721

31,125
MS1323133001 2013 Avon Foundation

47,150

21,416

25,734
MS1324133001 Allstate Foundation Grant

40,000

23,813

16,187
MS1326130001 No-Refusal Initiative (DWI)

180,000

52,300

127,700
MS1329230001 Bulletproof Vest (2012)

250,294

132,800

117,494
MS1330230001 Internet Crime Against Children

5,000

4,628

372
MS1331230001 Texas School Safety Ctr - Toba

45,675

21,447

24,228
MS1332133001 Victim Empowerment -COSA

85,289

47,102

38,187
MS1332133002 Dream Center-COSA

61,491

35,426

26,065
MS1342471301 Re-Entry Council Planning Initiative

50,000

76

49,924
MS1342471302 Re-Entry Council Planning-MATCH

25,000

1,663

23,337
MS1343300301 TX School Safety Ctr- Tobacco

17,850

0

17,850
MS1344390101 Adult Treatment Court Collaborative

325,000

103,243

221,757
MS1345470401 Toyota Sr-Transportation Program

5,000

0

5,000
MS1346230001 UTHCSA Sex Education Program

2,000

0

2,000
MS1347470401 SARAH Continuum of Care

122,478

37,737

84,741
Total $164,272,099 $119,342,931 $44,929,168

*The term of these grants have ended or are expected to end during FY 2013-14.

537
Pending Grants:

Below is a list of pending grants Commissioners Court has authorized staff to submit applications for
during FY 2013-14. Bexar County has submitted applications for the following grants and is pending
acceptance of the grant award.

Activity
Code Pending Grants Budget
TBD TxDOT Traffic Safety for a DWI Docket $220,382
TBD TxDOT Traffic Safety Program for the No Refusal Initiative

187,500
TBD
TxDOT Traffic Safety for the Selective Traffic Enforcement Program (STEP) overtime for
officers

582,993
TBD National Leadership Grants for Museums for the Bexar County History Center

246,560
TBD Institute for Museum and Library Services for the National Leadership Grants for Libraries

500,000
TBD
Office of the Governor, Criminal J ustice Division for the CMAG Mentally Ill Diversion
Project

63,425
TBD
Office of the Governor, Criminal J ustice Division for the Domestic Violence
Accountability Program

144,000
TBD Office of the Governor, Criminal J ustice Division for the DA Human Trafficking Unit

222,274
TBD USDOJ Enhanced Collaborative Model to Combat Human Trafficking

500,000
TBD Office of the Governor, Criminal J ustice Division Grant for Human Trafficking

229,515
TBD USDOJ for J ustice and Mental health Collaboration for the Dual Diagnosis Court

244,116
TBD Office of Violence Against Women - Safe Havens Grant for Supervised Visitation

349,996
TBD USDOJ , OJ J DP Family Drug Court Enhancement

550,000
TBD
USDOJ J ustice and Mental Health Collaboration for the Planning and Implementation of a
Prostitution Track

250,000
TBD Shield-Ayers Foundation to continue the Mental Health Consortium

150,000
TBD
SAMHSA Offender Re-Entry Program for evidence based treatment at the Bexar County
Re-Entry Center

1,290,000
TBD USDOJ , National Institute of J ustice for the Forensic DNA Backlog Program

107,560
TBD USDOJ Bulletproof Vest Partnership Program

198,728
TBD USDOJ Second Chance Act Two Phase Adult Reentry Demonstration Program

1,125,000
TBD San Antonio Bar Foundation Amigos In Mediation Program for FY 2013

18,700
TBD CIED-Economic Development TBD
TBD
FY 2014 Texas State University - Texas School Safety Center for the Tobacco
Enforcement Program

15,000

Total $7,195,749

538
COMMUNITY INFRASTRUCTURE AND ECONOMIC DEVELOPMENT FUND:

Pursuant to the Texas Constitution Article III, 52-a and Chapter 380 of the Texas Local Government
Code, a City is authorized to establish and provide for the administration of one or more programs for
making grants of public money to promote state or local economic development and to stimulate business
and commercial activity in and around the municipality. Using this Code, the City of San Antonio
(COSA) created a program for the purpose of making loans and grants available for economic
development projects meeting certain criteria.

The City-owned electricity service, CPS Energy (CPSE) developed a fund to support these efforts. As
part of its current corporate policy to assist political subdivisions within its service area, CPSE reserves
on an annual basis one-percent (1%) of retail electricity sales within the political subdivision in escrow
for use by the political subdivision for Community Infrastructure and Economic Development projects
(CIED Funds).

Bexar County has demonstrated the need to use the available and uncommitted County CIED funds
reserved by CPSE for use to support County-identified economic development projects that meet the
requirements of Chapter 380 of the Texas Local Government Code, but that may fall outside the scope of
CPSEs CIED Fund Policy. Because of this, COSA has agreed to grant the County available and
uncommitted CIED funds through a 381 grant agreement with the understanding that County would use
these funds for economic development projects. Parameters to be met to be considered for use of these
funds are:

The economic development project supports the attraction, retention or expansion of
companies in targeted industries, as defined in the approved City or County Tax Abatement
Guidelines.
The economic development project supports development at or around military bases,
educational institutions or other nongovernmental institutions which results in job creation or
retention in targeted industries.
The economic development project promotes commercial or mixed-use development in the
Citys Inner City Reinvestment and Infill Policy area.
The economic development project includes public improvements, training, property
acquisition, site development, and facility construction or improvements that support a
targeted industry.
The economic development project may include studies or planning activities that promote
growth in targeted industries or economic development.

Below are the project allocations within this Fund:

FY 2011-12
Actuals
FY 2012-13
Estimate
FY 2013-14
Budget
Projects

In Cube Contribution (SA EDC) $500,000 $500,000 $500,000
EDF Contribution (SA EDF) 500,000 500,000 375,000
Medtronics (MiniMed) 400,000 400,000 400,000
MA - PETCO 40,000 140,000 440,000
Recruitment - Int'l Programming 201,922 41,221 200,000
Economic Development Programming 5,241,391 442,652 1,025,238

Total Projects $6,883,313 $2,023,873 $2,940,238

539
InCube Contribution:

Funding has been made available from CIED for use on County-identified economic development
projects, includes the InCube Labs LLC. (InCube) project. As a term of the Interlocal Agreement, the
County has agreed that with funds received it shall meet its $2,000,000 funding commitment to the San
Antonio Economic Development Corporation (the SAEDC) for the InCube Project. These will be in
installments of $500,000 over the next four years.

Economic Development Foundation (EDF) Contribution:

The City of San Antonio began looking at opportunities to improve corporate retention and recruitment in
the summer of 2008. As a result, several issues were identified which included an assessment of the
strengths and weaknesses of the communitys overall retention and recruitment processes. The corporate
retention and recruitment subcommittee has worked over the past year to acquire information and
interview stakeholders in the economic development community. The committee also evaluated national
economic industry trends and best practices from other cities. The recommendations will help the local
economic development community refocus economic development efforts on attracting and retaining new
businesses. The subcommittees recommendations have three main components: 1) create a long-range
vision and strategic plan, 2) establish a process and structure for economic development in San Antonio,
and 3) improve resource utilization. A part of their recommendations include establishing funding for the
San Antonio Economic Development Foundation from the City of San Antonio and the County of Bexar
in an amount of $500,000 from each entity.

MiniMed Distribution Corporation:

On May 19, 2009, Commissioners Court directed staff to develop an incentive package not to exceed $2
million for MiniMed Distribution Corporation to develop a National Diabetes Therapy Management and
Education Center. Payments will be made each year from 2010-2014 in the amount of $400,000 if stated
permanent full-time, benefitted employment levels are attained. Employment levels must be maintained
through 2019. The project will create over 1,300 jobs with an average yearly wage of $31,321 and
generate an annual payroll exceeding $45 million at full employment over five years. The Diabetes
Therapy Management Center will employ professionals responsible for the ongoing support of over
200,000 current patients in the United States. This Bexar County location will also launch future business
strategies focused on improving the lives of patients. A six year, sliding scale recapture period will begin
in 2020.
PETCO Contribution:
Funding has been made available to make an economic development grant to PETCO to further the
objectives of the Bexar County Commissioners Court and benefit the community while also serving the
broader purpose of stimulating and encouraging business and commercial activity in the Bexar County,
retaining and expanding job opportunities and building the property tax base. The agreement is for a five
year period and for a total not to exceed $700,000.
Recruitment International Programming:

This project provides funding to pursue companies to relocate or expand into Bexar County, which is an
essential function of Economic Development. This includes travel for employees. This Project consists of
other agreements that fall under CIED such as WEBERCC (West-East Bilateral Economic Regional
Collaboration Council), Omega International Group (for activities related with China).

540
Economic Development Programming:

This project supports various professional services agreements, 381 grants, and sponsorships within the
local and regional geographic area to assist Economic Development in performing its key functions of job
retention and job growth.

Personnel:

The CIED Fund continues to include funding for 25 percent of the Executive Director of Economic
Development and 50 percent of the Deputy Director of Economic Development.

There are three program changes for the Economic Development staff in CIED for a total cost of
$125,618.

The first program change creates a CIED Data Program Manager at a cost of $114,716 that will
be fully funded for FY 2013-14 in CIED. This position will be a senior policy advisor to the
Economic Development Department and Commissioners Court staff and facilitate the
development of a system to monitor the health of Bexar Countys economy.

The second program change provides a stipend for the Economic Development Manager
overseeing Strategic Initiatives for a total cost of $9,691. This stipend is provided due to
additional workload resulting from the restructuring of the Economic Development Department
in FY 2013-14.

The third program change provides a stipend for the Economic Development Manager overseeing
Incentives for a total cost of $1,211. This stipend is provided due to additional workload resulting
from the restructuring of the Economic Development Department in FY 2013-14.

541
Bexar County, Texas
Home Program Fund 802

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$4,390 $4,390 $0

$4,390 $4,390 $0

Revenue
$851,536 $773,826 $515,131
Subtotal
$851,536 $773,826 $515,131

Total Revenues
$851,536 $773,826 $515,131

$855,926 $778,216 $515,131

APPROPRIATIONS

$851,536 $778,216 $515,131
Subtotal
$851,536 $778,216 $515,131
Interfund Transfers

$851,536 $778,216 $515,131

$4,390 $0 $0

$855,926 $778,216 $515,131

542
- FUND: 802
COMMUNITY RESOURCES
HOME INVESTMENT PARTNERSHIP FUND (HOME)
& THE AMERICAN DREAM DOWN PAYMENT
INITIATIVE PROGRAM (ADDI)

Mission: To provide Bexar County residents with a comprehensive array of services to encourage self-
sufficiency skills and allow recipients to maximize their talents resulting in an improved quality of life
which positively impacts the Bexar County community.

Vision: To develop the human and physical infrastructure of Bexar County through the Administration
of public service programs with the provisions of local, state and federal funding and HOME funding for
new construction, rehabilitation, and acquisition of single family, multi-family and transitional living
facilities. In addition to HOME funding, Bexar County also received American Dream Down payment
Initiative (ADDI) funding. The Community Resources Department oversees the day to day operations of
local Contractors or Sub-recipients to ensure the delivery of quality services that will benefit the low and
moderate income persons and neighborhoods having a particular housing need or down payment
assistance within Bexar County J urisdictional areas. (Federal Register, 24 Section 92.205)

To maximize available resources
To provide educational programs
To provide access to entitlement benefits
To provide financial assistance
To provide information and referral
To provide community development activities

The United States Department of Housing & Urban Development (HUD) program requirements state that
agencies involved in the planning, application and performance reporting related to the receipt of federal
funds from the Community Development Block Grant (CDBG) and the HOME Investment Partnership
Act (HOME) must complete a Consolidated Plan.

The Consolidated Plan is a 5-year strategic planning document. More information regarding the
Consolidated Plan process may be viewed in the Community Development Block Group (CDBG)
narrative.

For purposes of CDBG and HOME programs, housing is defined as an activity carried out for the
purpose of providing or improving permanent residential structures which, upon completion, will be
occupied by low and moderate income households. This could include the acquisition, new construction,
reconstruction or rehabilitation of non-luxury housing with suitable amenities, including real property
acquisition, site improvements, conversion and demolition. Other expenses may include financing costs,
relocation expenses of any displaced persons, families, businesses or organizations. Tenant-based rental
assistance may also be used with HOME funding, to include security deposits, payment of reasonable
administrative planning costs and payment for operating expenses of community housing development
organizations. The housing must be permanent or transitional. (Federal Register, 24 Section 92.205)
543
Program Description: The HOME Investment Partnership and ADDI Program goals are to
effectively and efficiently allocate the supply of decent, safe and affordable housing for low-to-very low
income residents within the Bexar County unincorporated areas. The Programs ensure compliance with
the HUD regulations and the Office of Management and Budget (OMB) circulars.

A Community Housing Development Organization (CHDO) is a private nonprofit, community-based,
service organization that has staff with the capacity to develop affordable housing for the community it
serves. A portion of HOME funding is allocated for Community Development Housing Organizations
within Bexar County, for FY 2013-14 $77,269 is allocated for this purpose.

On J uly 16, 2013, Commissioners Court approved the final selection of the FY 201314 HOME Projects
which are outlined below. A One Year Action Plan describing the use of funds for these projects and the
amount of funding allocated for each project was submitted to HUD on August 20, 2013.

FY 2013-14 will be the twenty-second year that Bexar County has received HOME funding; the County
will receive $515,131.

The HUD American Dream Down-payment Initiative (ADDI) Program is administered differently than
the HOME Program. The Department approves home loan applications for persons with low-to-very low
income who will guarantee that they will reside within the unincorporated area of Bexar County or in a
municipality other than the City of San Antonio. If a person/household is eligible, then a set amount of
down payment assistance will be provided. ADDI can only be used for direct assistance.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Number of HOME Applications Reviewed
and/or Evaluated

11

7

6
Number of Housing Rehabilitation
Applications Received and/or Evaluated

1

2

1
Number of HOME Contracts Executed
before 12/31

2

2

2

Number of Housing Rehabilitation
Applications Approved within 30 days of
Receipt

1

0

0
Average Number of Homes Rehabilitated
per FTE

7

0

0
Number of HOME Projects Monitored per
Quarter

3

3

2

Percent of Current FY HOME funds Expended
During Fiscal Year

22%

52%

52%
Percent of Projects Monitored with Audits
Completed and Findings Resolved within 90
Days

100%

100%

100%
544
HOME and ADDI Funding:
FY 2013-14

The fiscal year for HOME is October 1, 2013 September 30, 2014. Funding may be carried over from one
year to another. HOME authorized positions and reclassifications are contingent upon available HOME
grant funding.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget*

Community Development & Housing Supervisor 0 1 1
Housing Rehabilitation Inspector 1 0 0
HOME Monitor 1 0 0

Total 2 1 1

*In FY 2013-14, Administration Costs will be used to fund 7 percent of the personnel costs of the
Community Development & Housing Division. All positions within the Community Development &
Housing Division can be found in the Community Development Block Grant (CDBG) Narrative.

Funding Source FY 2013-14
Budget

HOME Funding $515,131
ADDI Funding 0
Total $515,131

Available for Community Development Housing Organization (CHDO) $77,269
Available for FY 2013-14 HOME Projects 386,349
Available for HOME Administration 51,513
Available for ADDI 0
Total $515,131
545

HOME PROJECTS:

Approved Projects Fiscal Year 2013-14 Amount

Bexar County Community Development & Housing - Tenant Based Rental Assistance $276,909
Housing and Community Services - TG 106, Inc.(CHDO) $77,269
Neighborhood Housing Services - First Time Home Buyer Program $109,440
Administration $51,513
Total

$515,131


Bexar County Community Development & Housing $200,000
Housing and Community Services - TG 106, Inc.(CHDO) $124,900
Administration $36,100
Total $361,000


Housing and Community Services (CHDO) $87,386
Bexar County Tenant Based Rental Assistance 136,935
National Alliance on Mental Illness 300,000
Administration 58,257
Total $582,578


Housing and Community Services (CHDO) $99,391
Haven for Hope Multi Family Housing 400,000
Bexar County Tenant Based Rental Assistance 96,951

Total $662,548

* The above amounts represent total allotted allocations for previous years. Not all allocations will be
spent in the fiscal year in which they were approved; therefore, total operating appropriations may be
different.
546
Bexar County, Texas
CDBG Program Fund 803

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
($29,308) ($29,187) $0

($29,308) ($29,187) $0

Revenue
$1,322,379 $1,085,821 $2,069,603
Subtotal
$1,322,379 $1,085,821 $2,069,603

Total Revenues
$1,322,379 $1,085,821 $2,069,603

$1,293,071 $1,056,634 $2,069,603

APPROPRIATIONS

$1,322,258 $1,056,634 $2,069,603
Subtotal
$1,322,258 $1,056,634 $2,069,603

$1,322,258 $1,056,634 $2,069,603

($29,187) $0 $0

$1,293,071 $1,056,634 $2,069,603

547
- FUND: 803
COMMUNITY DEVELOPMENT
BLOCK GRANT (CDBG)

resources. This will be accomplished by: identifying and maximizing all available resources in the
community; working cooperatively with other governmental agencies, organizations and institutions to
provide planned, comprehensive services for our customers that avoid duplication of services; refining
program and service delivery designs to identify additional opportunities for effective and efficient
delivery of services; developing and implementing a comprehensive plan, administration of the program
and coordination of projects/activities to effect change for the citizens of Bexar County with

Vision: To change lives through careful, deliberate use of tools and resources available to the
department. This will be accomplished through effective administration of the following: Public Service
Programs throughout Bexar County with resources from local, state and federal funding at sites accessible
to the citizens of the County; Community Development Block Grant resources to advance the
environment through construction of water, sewer, drainage, road, street and sidewalk projects and other
public facilities; Community Development Block Grant and HOME program resources to provide
housing by providing new construction, rehabilitation and acquisition of single family, multi-family and
transitional living facilities to help stabilize families lives.

Provide quality services and client satisfaction through the timely and cost effective expenditure
of resources
Enhance access to and delivery of entitlement benefits through Bexar County
Provide and promote quality information and referrals to other resources
Promote community involvement and development activities
Maintain complete and accurate project records to avoid HUD non-compliance findings

Every five years, Bexar County is required to conduct comprehensive assessments of housing and
community development needs as well as identify strategies and goals to meet these needs. Bexar
County's Consolidated Plan 2011-16 fulfills these requirements to enhance the quality of life for Bexar
County Residents.

CDBG Regulations: Definitions of Priorities

Public Service Providing funding to sub recipients for those concerned with employment, crime
prevention, child care, health, drug abuse, education, fair housing counseling, energy conservation,
welfare, homebuyer down payment assistance or recreational needs.

Housing An activity carried out for the purpose of providing or improving permanent residential
structures which, upon completion, will be occupied by low and moderate income households. This could
include the acquisition or rehabilitation of property, new housing construction or conversion of
nonresidential structures.

548
Public Facilities Acquisition, construction, reconstruction, rehabilitation or installation of public
facilities and improvements carried out by the recipient. Such facilities could include shelters, halfway
houses for run-away children, drug offenders or parolees, group homes for mentally challenged persons
and temporary housing for disaster victims.

Infrastructure Acquisition, reconstruction, rehabilitation and installation of distribution lines and
facilities of privately-owned utilities, provided such activities meet a national objective. A grantee may use
CDBG funds to pay the costs of placing underground utilities, such as gas or telephone lines. A grantee
may be able to install water and sewer lines to be owned and operated by a private utility.

Economic Development Eligible activities are extensive and include acquisition, construction,
reconstruction, rehabilitation or installation of commercial or industrial buildings, structures and other
real property equipment and improvements, including railroad spurs or similar extensions. Additionally,
private for profit businesses may receive grants, loans and other forms of support for any activity where the
assistance is appropriate to carry out an economic development project. Lastly, in connection with eligible
economic activities, developers must outreach to market available forms of assistance, screen applicants,
review and underwrite applications, screen, refer and place low to moderate income applicants for
employment opportunities generated by a CDBG eligible economic development activity.

Program Description: The CDBG Divisions goals are to effectively and efficiently allocate the
supply of CDBG funding for all eligible projects for eligible residents and areas of Bexar County. The
Bexar County Community Development Block Grant (CDBG) ensures compliance with the U.S.
Department of Housing & Urban Development (HUD) regulations and the Office of Management and
Budget (OMB) circulars.

Beginning in the month of J anuary, nine public hearings were held throughout Bexar County to solicit
funding requests from the general public, service organizations and participating cities for the CDBG and
HOME funding. For FY 2013-14, a total of 27 requests for funding were submitted.

The preliminary selection of 21 CDBG and 6 HOME projects was reviewed by Commissioners Court on
J une 12, 2013 and published in the San Antonio Express-News. Thereafter, a required publication of public
notice, followed by a 30-day public comment period, was conducted. Commissioners Court is required by
regulation to review all public comments received and then approve or make changes to the final selection
of projects to be funded with CDBG and HOME funding for the current year.

On J uly 16, 2013 Commissioners Court approved the final selection of the FY 201314 CDBG and HOME
Projects as shown in this budget narrative after the Authorized Positions Listing and in the HOME services
section of this budget document. A One Year Action Plan describing the use of funds for the projects
selected and the amount of funding allocated for each project was developed and submitted to Housing &
Urban Development (HUD) on August 15, 2013.

In conjunction with the One Year Action Plan, a Five Year Consolidated Plan (Con Plan) for CDBG &
HOME funding must be submitted to HUD by August 15
th
. The Con Plan is a HUD program requirement
which allows Bexar County to identify the housing and community development needs of its residents. The
plan covers the Urban County jurisdiction and is comprised of the Balance of Bexar (participating
incorporated cities and unincorporated areas). During the CDBG & HOME public hearings in the months of
J anuary and February every year, citizens are asked (along with public and private agencies that provide
housing, health services and social services) to participate in the identification of housing and non-housing
community needs in the Urban County jurisdiction. FY 2013-14 is the twenty-eighth year of Bexar
Countys participation in the CDBG program.
549

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Applications Evaluated per Year 35 30 25
Site Visits (Construction Projects) 80 135 100

ERR, FONSI & RROF (Environmental Studies)
Complete by September 15

24

20

14
CDBG Contracts Executed by October 31 18 18 18
Percent of Projects in Progress by
December 31

85%

100%

100%

Percentage of Invoices Processed within 5 days 95% 98% 99%
Number of Audit Findings with HUD 0 0 0
HUD required ratio by J uly 31 cannot be higher
than 1.50 percent of total allocation

1.01

.09

.09

CDBG Funding:
Adopted FY 2013-14

Funding Source FY 2013-14
Budget
*U.S. Department of Housing & Urban Development (HUD) $2,069,603

Total $2,069,603

15% available for Public Service Projects $310,440
20% available for Administration Costs 413,920
Public Facility Projects 61,884
Total available for all other FY 2012-13 CDBG Projects 1,283,359
Total $2,069,603
* Funding year is October 1, 2013 September 30, 2014

All Public Service funding must be expended within the program year and not more than 15
percent of the current years allocation can be expended for public service funding.
Not more than 20 percent of the current years allocation can be expended for administration.

CDBG funding can be carried over to the next year, excluding public service and administration costs. If all
public service and administration costs cannot be expended during the budget year, the additional funding
may be used for eligible CDBG project with budgetary short falls during the budget year. CDBG authorized
positions and reclassifications are contingent upon available CDBG grant funding.

550
FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget*

Community Development and Housing
Director
1 1 1
Community Development and Housing
Supervisor
1 1 1
Housing Rehabilitation Inspector 1 1 1
Community Development and Housing Analyst 4 4 4

Total 8 8 8

*Full funding for authorized positions in FY 2013-14 will come from a combination of Community
Development Block Grant (CDBG) funding, HOME funding, Energy Efficiency and Conservation Block
Grant (EECBG) funding, Emergency Shelter Grant (ESG) and Community Development Block Grant
Recovery (CDBG-R) funding.

Community Development Block Grant Funded Projects:

FY 2013-14
Public Facilities Amount
City of Schertz (Pickrell Park) $61,884
Total Public Facility Projects $61,884

Public Service
New Hope Church $38,125
Greater Randolph Area Service Provider $33,125
St. Vincent De Paul $31,272
San Antonio Family Endeavors $38,125
Parent Child Incorporated $30,418
Project QUEST $30,000
Boys and Girls Club $23,125
Total Public Service Projects $310,440

Infrastructure
City of Universal City - Parkview Estates Storm Drainage Phase IX $200,000
City of Somerset - 6th St. Reconstruction Project Phase II $322,398
City of Kirby - Alan Dean Drive Street Reconstruction $216,000
Macdona - Street Reconstruction $209,961
City of Balcones Heights - Hanch Drive Street Reconstruction $335,000
Total Infrastructure Projects $1,283,359

Total Administration Costs $413,920

Total FY 2013-14 CDBG Approved Budget $2,069,603
551
PAST CDBG FISCAL YEARS:

Fiscal Year 2012-13
J OVEN Losoya Area After School Youth Program
Amount
$30,000
Casa Helotes Senior Citizens Center 34,435
ASSIST, Inc. (Somerset) 99,716
New Hope Church 30,000
Greater Randolph Area Service Provider 20,000
San Antonio Food Bank 30,000
Project MEND 30,000
San Antonio Family Endeavors 30,000
Parent Child Incorporated 29,107
Bexar County Detention Ministries 30,000
Boys and Girls Club 30,000
City of Universal City 194,000
City of Live Oak 29,084
City of Kirby - Priority #1 167,325
City of Converse 145,500
City of Somerset - Priority 1 105,730
City of Balcones Heights 187,226


Fiscal Year 2011-12
J OVEN Losoya Area After School Youth Program
Amount
$30,000
Bexar County Utility Assistance Program 63,775
San Antonio Family Endeavors After School and Summer Camp Program 30,000
St. Vincent De Paul Rental Assistance Program 30,000
Project MENDDurable Medical Equipment 25,000
San Antonio Food Bank Food Distribution Services 30,000
Boys and Girls Club of San Antonio Youth Services 30,000
Casa Helotes Senior Citizens Center 200,000
City of SomersetCity Park Improvements Phase I 88,804
City of Von Ormy Park Improvements 50,000
City of Somerset Street Repairs 99,875
Universal City Parkview Estates Storm Drainage Phase VII 170,000
Balcones Heights Beryl Drive Street Reconstruction and Design 76,016
City of Converse Fair Meadows Phase I 150,000
City of Von Ormy Infrastructure Improvements 200,000

552
Fiscal Year FY 2010-11
Christian Senior ServicesMeals on Wheels Program $62,600
GRASP Senior Meals Program 21,050
Project MENDDurable Medical Equipment 10,000
Boys & Girls Clubs Candlewood Area 20,000
Kirby Senior Center Senior Meals Program 13,509
San Antonio Food Bank County Food Program 40,000
J OVEN Losoya Area After School Fitness Program 40,777
San Antonio Family Endeavors After School and Summer Program 40,000
Bexar County Detention Ministries Rental Assistance Program 17,000
St. Vincent De Paul Homeless Prevention Program 20,000
City of Somerset Quarter Mile Walking Track 53,000
El Carmen Society Sports Park Upgrade Phase II 51,000
Casa Helotes Sewer System Connection 73,991
Assist, Inc. Sports Park Upgrade Phase III 90,000
Bexar County Community Resources Department Emergency Housing Repairs 139,641
City of SomersetCasias and 6
th
Street Drainage Improvements 247,094
City of ConverseAvenue B Street Reconstruction 75,000
City of Balcones HeightsConcord Place Street Reconstruction 150,000
Bexar Met Water District Paseo Derecho Water MainMeadowood Acres 60,000
Bexar Met Water District Paseo Pinosa Water MainMeadowwood Acres 50,000
City of Live OakADA Curb and Sidewalk Improvements 25,000
Hillbrook Neighborhood Emergency Water Project 220,000


Fiscal Year 2009-10 Amount
GRASP Senior Meals Program $24,993
Project MENDDurable Medical Supplies 44,000
Alpha Home Substance Abuse Treatment 17,347
Christian Senior ServicesMeals on Wheels Program 27,589
J OVENAfter School / Summer Project 30,000
Kirby Senior CenterAdministrative Costs for Senior Program 28,207
San Antonio Family EndeavorsAfter School Program 22,669
Society of St. Vincent De PaulHomeless Prevention Program 40,000
Our CasasForeclosure Prevention Program 9,054
City of Leon ValleySenior Citizens Center Improvements 104,222
City of SomersetCommunity Center Driveway Improvements 52,000
ASSIST, Inc.Sports Park Upgrade Project Phase II 19,992
Gardendale Community CenterSeptic System & Fence Improvements 35,000
Meadowood Acres Community CenterMarquee Display Project 2,000
City of Balcones HeightsConcord Street Reconstruction/Design 30,000
City of ConversePlacid Park Street Reconstruction Phase III 200,000
City of ElmendorfStreet and Drainage Improvements 149,484
City of KirbyEdalyn Street Reconstruction 150,000
MacdonaStreet Reconstruction Phase II/Infrastructure Master Plan 146,853
Von Ormy Infrastructure Master Plan 75,000
Bexar Met WaterCinco De Mayo Water Improvements (Meadowood Acres) 26,100
Bexar Met WaterCalle Duarte Water Improvements (Meadowood Acres) 50,000
553
Bexar Met WaterCalle Briseno Water Improvements (Meadowood Acres) 70,897
Administration Costs 328,381
FY 2010 CDBG Reserve 33,472


554

CAPITAL FUNDS

555

Wheatley Sports Complex, Precinct 4
Bexar County in partnership with the City of San Antonio funded and constructed the Wheatley Heights
Sports Complex. This project is a multi-sport facility which includes: a football stadium, a 9 lane all-
weather track, four soccer fields, and a cross country track along with other improvements. A total of $7.5
million in venue tax funds were used and the complex officially opened in February of 2012. The Eastside
Christian Action Group is developing and managing the regional multi-use facility on approximately 66
acres of land in Central East Bexar County, an area that was devastated by the flood of 1998.

556
- COMPANY: 700
NOVEMBER 2003
BOND REFERENDUM FUND

Program Description: The 2003 Bexar County Bond Election consisted of four separate propositions:
Proposition 1 (J uvenile Probation, Adult Probation and J ail Improvements); Proposition 2 (Road and
Bridge Improvements); Proposition 3 (Parks and Recreation Improvements); and Proposition 4
(Emergency Operations Center and Senior Citizens Facilities Improvements). The projects total cost is
$100.2 million. A commitment was made that the Countys ad valorem tax rate would not increase to pay
for the bonds associated with these projects. Bexar County has partnered with the City of San Antonio on
several of the bond projects to bring Bexar Countys one million plus residents more City-County
collaboration and more streamlined delivery of services. These projects include: an Emergency
Operations Center, a Senior Citizens Multi-purpose Facility in the Medical Center area and a Historic
Museum. The appropriations for the November 2003 Bond Referendum Fund are listed following the
Program J ustification and Analysis section for this fund. Bexar County has issued all bonds associated
with this fund.

PROPOSITION 1
Juvenile Probation, Adult Probation and County Jail Improvements
Funding in the amount of $47,981,948 has been allocated for Proposition 1, including $16,425,225 for an
Adult Probation Facility, $1,151,154 for a Sheriff's Automated Fingerprint System, $28,506,495 for (5)
J uvenile Probation improvements, $1,249,503 for completion of an upgrade to the J ail Electronic Lock
System, and $649,571 for Public Safety Radio System Enhancement. This proposition consisted of a total
of 9 projects.

Automated Fingerprint Identification System
This project enhanced and sped up the identification of individuals processed and placed in
custody through the Adult Detention Center, Central Magistration and Courthouse Booking
Station. This project provides the capability to aid in the identification of offenders from crime
scenes. This project was completed for $1,150,253. (Completed)

Juvenile Detention Center Facility Improvements
This project involved the expansion of the existing detention center by adding 72 beds, room for
future expansion, and a gymnasium. It allowed for needed roof repairs, an additional medical
area, surveillance cameras, fire alarms, and improved communication systems. The project was
completed for $3,641,600. (Completed)

Juvenile Placement Facility
This project included construction of a residential facility for juveniles removed from their home.
Local educational and treatment programs that include the juveniles family improve the prospect
of successful reintegration into the community. The project was completed for $219,267.
(Completed)

Juvenile Probation Center
This included the replacement of the dilapidated juvenile probation center structure which had
substandard accommodations for probation officers and clients. The existing facility was
demolished to make way for the Detention Center expansion. The project was completed for
$21,475,028. (Completed)

Krier Juvenile Correctional Treatment Center
The secure juvenile correctional treatment facility required numerous site and facility
renovations, including installation of surveillance cameras, covering over walkways and blacktop,
and gymnasium improvements to meet University Interscholastic League (UIL) standards. The
project was completed for $254,344. (Completed)
557
Site Development - Juvenile Facilities (Demolition & Parking)
This project provided for site development adjacent to the J uvenile facilities located on E.
Mitchell to include demolition of the facility at 233 E. Mitchell, the facility temporarily occupied
by Elections Administration and the vacant Rice facility structure. It also provided for the
construction of 550 surface parking spaces which serves the J uvenile facilities. The project was
completed for $878,101. (Completed)

Tejeda Juvenile Courts Building & Juvenile Justice Academy
The Tejeda J uvenile Courts was removed from the 2003 Bond Referendum fund and placed in the
FIMP fund for more appropriate funding. The J uvenile J ustice Academy is being funded in the
County Building Improvement Fund in the amount of $1.5 million. (Completed)

Jail Locks, Phase III
This project completed the modernization and upgrade of the outdated electronic jail lock system
at the Adult Detention Facility for a total cost of $8,800,000 for Phases I and II. This project was

Public Safety Radio System Enhancement
This project enhanced the Bexar County Sheriff's Office communication capabilities by providing
additional radios for law enforcement personnel. This effort leveraged Bexar County's $7.4
million investment in the City-County $43 million joint radio system. This project was

Adult Probation Facility
Bexar County constructed a new 100,000 square foot facility to consolidate and centralize Adult
Probation offices and operations, eliminating a cost of $670,000 yearly for leased facilities. This
project was completed for $16,290,205. (Completed)

PROPOSITION 2
Road and Bridge Improvements
Funding in the amount of $40,581,000 has been allocated for Proposition 2, which provides for the
reconstruction of roads in areas of high growth to support existing and proposed schools, improve driving
conditions and safety, as well as support economic development for Bexar County by leveraging funds
through partnerships. This proposition consists of a total of 12 projects.

Borgfeld Rd., Phase I (Hwy 281 to Timberline)
This project improves the driving conditions on Borgfeld Rd. by reconstructing the roadway to
provide two lanes, with a center turn lane and necessary drainage. This effort is coupled with
Bexar County's earlier investment of $600,000 as leverage towards an estimated $18.0 million in
improvements to the intersection of Borgfeld Rd. and Hwy 281. During the FY 2012-13,
additional funding to complete construction of this project was provided from other completed
projects within this proposition. The new budget for this project is $4,657,291. (Precinct 3)

Braun Rd. (Loop 1604 to FM 1560)
This project widened Braun Rd. from Loop 1604 to the bridge at Helotes Creek to two lanes with
a center turn lane. The area from the bridge at Helotes Creek to FM 1560 was widened to four
lanes and includes necessary drainage. This project was completed for $6,116,852. (Precinct 2)
(Completed)

Bulverde Rd. (Smithson Valley to Hwy 281)
Bulverde Road was reconstructed to provide for four traffic lanes with a continuous turn lane and
to improve major drainage conditions on the roadway. This project was completed for
$2,466,082. (Precinct 3) (Completed)

558
Foster Rd., Phase I (IH10 to Binz-Engleman)
This project improved a section of Foster Rd. by reconstructing a four-lane divided roadway with
curbs, sidewalks and necessary drainage. This project provided needed improvements in an area
which will see the construction of two new schools by J udson Independent School District in the
future. (Precinct 4) This project was completed for $4,819,969. (Completed)

Kriewald Rd. (Hwy 90 at the east end of Kriewald to 300 feet west of Pue Rd.)
This project provided for construction of a two lane road with curbs, sidewalks and necessary
drainage. The project included installation of a traffic signal at Pue Rd. This improvement
benefits the surrounding developing neighborhoods and Kriewald Rd. Elementary School located
in the Southwest Independent School District. This project was completed for $4,803,550.
(Precinct 1) (Completed)

Lakeview Dr. (Woodlake Parkway to Foster Rd.)
This project improved this section of Lakeview Dr. by providing for the reconstruction of a two-
lane road with curbs, sidewalks and necessary drainage. This project was completed for

Pue Rd. (Kriewald Rd. to Sunset Place)
This project provided for a two-lane road with a center turn lane, along with curbs, sidewalks, and
necessary drainage. This improvement benefits the surrounding developing neighborhoods and
Kriewald Rd. Elementary School located in the Southwest Independent School District. This
project was completed for $3,474,917. (Precinct 1) (Completed)

Shaenfield Rd. (Loop 1604 to FM 1560)
This was a reconstruction project that provided for a four-lane divided roadway to include curbs,
sidewalks and necessary drainage, in an area of high neighborhood development and where the
North Side Independent School District constructed a new school. This project was completed for

Smith Rd. (Hwy 16 to 7,745 feet west of Hwy 16)
This project provided for construction of a two-lane road with a continuous turning lane with
necessary drainage. This project improved access to Veterans Elementary School located in the
Somerset Independent School District. This project was completed for $2,979,980. (Precinct
1) (Completed)

South Applewhite Development Project
This project leveraged a total of $3 million in improvements to Applewhite Rd. south of Loop
1604 as part of infrastructure improvements for future economic development. The $32,640
budgeted was not used and transferred to other projects within this same proposition. (Precinct 1)

Wiseman Rd. Extension
This project allowed for future extension of Wiseman Rd. from Loop 1604 to Talley Rd., which
will provide relief and an alternate roadway to FM 471 in proximity of Taft High School located
in the North Side Independent School District. The project provided leverage for a $7.4 million
project to provide for a four-lane divided extension. This project was completed for
$632,640. (Precinct 1) (Completed)

Woodlake Parkway (Binz-Engleman to FM78)
This project provided for construction of a four-lane roadway to also include bike paths, curbs,
sidewalks and necessary drainage. This project was completed for $6,763,846. (Precinct 4)
(Completed)

559
PROPOSITION 3
Parks and Recreation Improvements
Funding in the amount $6,958,007 has been allocated for Proposition 3 which provides for the purchase,
acquisition, construction and equipping of parks and recreation improvements and venues in Bexar
County. The proposition also includes cultural and educational facilities. Seven of the 13 projects will
leverage $4,775,000 towards earlier investments or public partnerships including parks, a historic center,
recreational facilities and community centers. This proposition consists of a total of 14 projects.

Comanche Park Improvements
This project rehabilitated outdoor park and recreation facilities. (Precinct 4) This project was

Copper Ridge Sports Park
This represents Bexar County's share towards the development of 36.91 acres of land into a sports
park, with the operations and maintenance to be assumed by other entities. The total budget for
this project is $2,000,000. (Precinct 1)

Historic Center
This is Bexar County's contribution, in partnership with the City of San Antonio, toward the
conversion of the Hertzberg Museum into a City/County History Center. The City contributed
$250,000. This project was completed for $250,000. (Precinct 4) (Completed)

Lakewood Acres
This project developed outdoor recreational facilities on 175 acres of property previously
acquired by Bexar County through a FEMA Flood Buyout program. This project was completed
for $375,183. (Precinct 4) (Completed)

Navajo Improvements
This project rehabilitated and provided improvements to the Navajo Civic Center. This project
was completed for $199,469. (Precinct 4) (Completed)

Orsinger Park
This project provided for additional park facility improvements. This project was completed for
$175,927. (Precinct 3) (Completed)

Raymond Russell Park
This project provided park-like improvements on approximately 3.5 acres of dedicated land
adjacent to Raymond Russell Park. This project was completed for $118,911. (Precinct 3)
(Completed)

Rodriguez Park
This project rehabilitated outdoor park and recreational facilities. This project was completed
for $249,480. (Precinct 2) (Completed)

Sports Foundation
This is Bexar County's contribution, in partnership with the San Antonio Sports Foundation, to
leverage the development of a $3,230,000 International Track & Field and Soccer stadium (5,000
seats) to be located at the University of Texas at San Antonio. The total project budget is
$1,500,000. (Precinct 3)

560
Thelma Area Senior Community Center
This project provides for investment by Bexar County to leverage other possible efforts in the
development of a Senior Community Center to be located on the south side in the Thelma area.
The total project budget is $750,000. (Precinct 1)

YMCA - Braundera
This is an investment by Bexar County in a partnership with the YMCA to create new multi-
purpose recreation fields within Bexar County at the Braundera YMCA facility. The total project
budget is $400,000. However, the project scope changed, accomplished with alternate funding
source. (Precinct 2) (Completed)

YMCA - Mays Family
purpose recreation fields within Bexar County at the Mays Family YMCA facility. The project
was completed for $248,187. (Precinct 3) (Completed)

YMCA - Southside
purpose recreation fields within Bexar County at the Southside YMCA facility. The total project
budget is $200,000. However, the project scope changed, accomplished with alternate funding
source. (Precinct 4) (Completed)

Bullis Park
This project developed outdoor recreation facilities. This project was completed for $124,669.
(Precinct 3) (Completed)

PROPOSITION 4
Emergency Operations Center and Senior Citizens Multi-purpose Facilities Improvements
$4,750,000 was allocated for Proposition 4, which represents Bexar County's share of the costs as a result
of the partnership with the City of San Antonio: $4,000,000 for an Emergency Operations Center, and
$750,000 for a Senior Citizens Multi-Purpose Center (Medical Center Area). This investment leverages a
combined City and County investment in the amount of $27 million for facility development.

Emergency Operation Center (EOC)
The Emergency Operations Center unified County, City, Regional, State and Federal departments
and/or personnel for the purpose of gathering, evaluating, and distributing critical information and
implementing responsive actions in the event of a natural or man-made emergency or disaster.
The Center is capable of operating around the clock for extended periods of time. The
Emergency Operations Center includes central command operations space, a media briefing
room, an emergency planning room, administrative and support space, a technical infrastructure
and computer room, redundant communications systems and electrical generator back-up
systems. The Center is staffed during emergencies by the County and other governmental
agencies such as City of San Antonio, local and regional utilities, FEMA, local military and
state/federal liaisons, and other agencies with emergency response functions. (The Countys
investment was coupled with the City of San Antonios proposed $20.5 million.) The project was

Senior Citizens Multi-Purpose Center (Medical Center Area)
Bexar Countys investment was leveraged with City funds for acquisition, construction and
outfitting of a new community multi-use and health center. The project was completed for
$750,000. (Completed)

561
Unexpended funds will remain within each respective proposition and transferred back to debt service when the
propositions are completed.
PROPOSITION 1
Automated Fingerprint Identification System $1,151,154 $1,150,253 $901
J uvenile Probation Projects 28,506,495 26,468,340 2,038,155
J ail Locks, Phase III 1,249,503 1,249,503 0
Public Safety Radio System Enhancement 649,571 649,571 0
Adult Probation Facility 16,425,225 16,290,205 135,020
PROPOSITION 2
Borgfeld Road, Phase 1 (Pct 3) $4,657,291 $2,939,209 $1,718,082
Braun Road (Pct 2) 6,116,852 6,116,852 0
Bulverde Road (Pct 3) 2,466,082 2,466,082 0
Foster Road, Phase 1 (Pct 4) 4,819,969 4,819,969
0
Kriewald Road (Pct 1) 4,803,550 4,803,550
0
Lakeview Dr. (Pct 4) 1,182,176 1,182,176
0
Pue Road (Pct 1) 3,474,917 3,474,917
0
Shaenfield Road (Pct 2) 2,683,697 2,683,697
0
Smith Road (Pct 1) 2,979,980 2,979,980
0
S. Applewhite Development Project (Pct 1) 0 0
0
Wiseman Rd. Extension (Pct 1) 632,640 632,640
0
Woodlake Parkway (Pct 4) 6,763,846 6,763,846
0
PROPOSITION 3
Comanche Park Improvements (Pct 4) $199,591 $199,591 $0
Copper Ridge Sports Park (Pct 1) 2,000,000 1,632,640 367,360
Historic Center 250,000 250,000 0
Lakewood Acres (Pct 4) 383,750 375,183 8,567
Navajo Improvements (Pct 4) 200,000 199,469 531
Orsinger Park (Pct 3) 175,927 175,927 0
Raymond Russell Park (Pct 3) 124,070 118,911 5,159
Rodriguez Park (Pct 2) 250,000 249,480 520
Sports Foundation 1,500,000 1,127,607 372,393
Thelma Area Senior Community Ctr. (Pct 1) 750,000 0 750,000
YMCA - Braundera (Pct 2) 400,000 0 400,000
YMCA - Mays Family (Pct 3) 400,000 248,187 151,813
YMCA - Southside (Pct 4) 200,000 0 200,000
Bullis Park (Pct 3) 124,669 124,669 0
PROPOSITION 4
Emergency Operations Center $4,000,000 $3,975,000 $25,000
Senior Citizens Multi-Purpose Center 750,000 750,000 0

Total $100,270,955 $94,097,454 $6,173,501

562
Bexar County, Texas
Flood Control M&O Company 208

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance

Revenue

Property Taxes $7,054,636 $5,636,453 $8,621,000
Intergovernmental Revenue 35,077 24,920 20,000
Other Revenue 192,993 142,236 115,000
Total Revenues $7,282,706 $5,803,609 $8,756,000

TOTAL AVAILABLE FUNDS $ 55,955,190 $ 60,361,361 $ 66,232,010

APPROPRIATIONS

General Government $917,913 $1,216,229 $1,292,696
Capital Projects 479,525 1,669,122 7,527,545
Subtotal $1,397,438 $2,885,351 $8,820,241




563
COMPANY: 208
FLOOD CONTROL CAPITAL
PROJECTS FUND (CASH-FUNDED)

providing efficient, cost effective services which ensure the safety, health and welfare of our customers

Vision: We envision the Public Works Department as the leader in developing and maintaining County
roads, bridges, vehicles, equipment, parks, and facilities. The Public Works Department strives to ensure
environmental compliance, fire safety, good working relationships, and high standards of professional
management for Bexar County. The management and staff of our department are facilitators in achieving
a balance between diverse priorities and finite resources, by providing the public and other County
Offices a thorough analysis, expert advice, prompt, reliable services, and open, honest communications
related to the responsible allocation and utilization of Public Works personnel and resources.

Program Description: The Flood Control Fund was established to account for the accumulation
of ad valorem tax revenue collected for flood control projects including payments to the San Antonio
River Authority (SARA) pursuant to the amendatory contract. The County collects a set ad valorem
property tax rate for the operation and maintenance of the flood control operation. Prior to FY 2004-05,
Bexar County collected taxes dedicated solely for flood control purposes and transferred a significant
portion of the revenue to the San Antonio River Authority (SARA) to pay for debt service associated with
flood control projects that SARA engineered, designed, constructed, operated and maintained. Starting in
FY 2004-05, Bexar County collects this tax revenue and the proceeds are deposited into the Debt Service
Fund. This tax revenue supports the Countys projected costs for flood control components of the San
Antonio River Capital Improvement Project, as well as provides additional funding for projects in other
watersheds. The Public Works Department, Flood Control Division, manages the fund. Personnel and
Capital costs associated with these projects are also appropriated within this fund.

The Flood Control Division-Regional Flood Control, supports and participates in the Bexar Regional
Watershed Management Program (BRWM) with San Antonio River Authority (SARA), City of San
Antonio (COSA), and Suburban Cities. BRWM Capital Improvements Projects are reviewed and
included in the annual and three-year Regional Flood Control Capital Improvements Plan. This division
also reviews countywide Watershed Modeling efforts and floodplain remapping known as Digital Flood
Insurance Rate for the Regional Watershed Modeling System in partnership with SARA, COSA, and
Federal Emergency Management Agency (FEMA), which includes Museum, Mission, and Eagleland
Reach in the San Antonio River Improvements Projects. The Division represents the County as a
stakeholder in the project. The Ten-Year Flood Control Capital Improvement Program ($500 million) was
developed from the BRWM Capital Improvement Project list funded by Bexar County Flood Tax and
other sources. Management of ongoing Capital Improvement Projects is also supported by the Bexar
County Flood Tax and Road and Bridge Funds.

The Floodplain Management provides policy and procedural guidance for floodplains. It also supports
staff in review of floodplain development issues. It enforces, identifies, and issues floodplain violation
notices to property owners who violate Bexar Countys Flood Damage Prevention Court Order. The
division also receives, investigates, and responds to drainage and flooding concerns.

564

FY 2011-12 FY 2012-13 FY 2013-14
Workload Measures:
Number of Flood Projects in Planning Phase
0 12 1
Number of Flood Projects in Design Phase
37 27 23
Number of Flood Projects in Construction Phase
8 10 22

Number of Flood Projects Managed per FTE 6 6 6
Avg. Time to Complete Flood Project
(Design and Engineering) 2 2.5 yrs. 2 yrs. 2 yrs.
Avg. Time to Complete Flood Project
(Construction) 2 yrs

2 yrs

2 yrs

Percent of Flood Projects Completed 9% 14% 18%
Percentage of HALT Installations 0% 27% 100%

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Capital (*see projects list below) 479,525 * * *

Total $1,397,438 $1,325,546 $1,216,229 $1,292,696


The FY 2013-14 Adopted Budget increases by 6 percent from FY 2012-13 estimates. This is due to
an increase in the personnel services appropriation group as described below.

During the FY 2012-13, two employees, which are partially funded within this fund, were incorrectly
fully funded in the Road and Bridge Fund. The funding issue was resolved after the 1
st
quarter of the
year, and the estimate reflects the decrease in expenses to this fund as a result of the error. The
personnel appropriation also includes an anticipated increase in the retirement rate for FY 2014.

The Travel and Remunerations group decreases from the FY 2012-13 estimates. Funding is budgeted
for required certification and continuing education for Floodplain Management.

565
The Operational Costs group decreases by 1.7 percent when compared to FY 2012-13 estimates. This
appropriation includes funding in the amount of $325,000 for High-Water Alert Life-Saving
Technology (HALT) maintenance costs.

The Supplies and Materials group is funded at approximately the same level as the FY 2011-12
actuals. This appropriation includes adequate funding for tools and hardware and vehicle fuel and oil.

The Capital Appropriation includes the following projects cash-funded Flood Control Projects:

Precinct 1 Drainage Analysis - Precinct 1 Drainage Analysis provides funding for analysis and
design of various projects within Precinct 1 of Bexar County. Projects could result in further
study as drainage issues are identified by Public Works field personnel and citizen complaints.
This funding may also be used for regional flood control projects in the Medina River, Medio
Creek and Leon Creek Watersheds for potential inclusion on the Bexar Regional Watershed
Management future Capital Improvement Projects List.

SARA Local Project - This project covers expenses related to indirect costs associated with the
San Antonio River Authority in relation to the Mission Reach, Park Reach, and Eagleland Reach
improvements of the River.

Local Project This project provides funding for analysis and design of various projects within
the County. This project could result in further study and construction as drainage issues are
identified by Public Works field personnel and citizen complaints.

County Parks Flood Control This project provides funding for analysis and design of flood
control and erosion mitigation for Comanche and Pletz Parks.

Espada Flood Mitigation This project provides funding for real estate and land acquisition in
the Espada area. It includes appraisal services, relocation services, and any other expenses
incurred for acquiring property in the area.

Project
Budget Activity to Date
Funds
Available
Projects
Drainage Analysis Pct. 1 $156,406 $45,076 $111,330
SARA Flood Control 2,709,070 1,623,982 1,085,088
Local Project 431,211 0 431,211
County Park Flood Control 350,000 64 349,936
Espada Flood Mitigation 5,549,980 0 5,549,980
Total Projects $9,196,667 $1,669,122 $7,527,545

The FY 2013-14 Adopted Budget includes one program change; a 5 percent salary supplement is for
the Engineering Services Manager (E-13). This position has taken on additional duties since the
County has acquired the day-to-day responsibilities of the Alamo Regional Mobility Authority. The
total cost of this program change is $3,416.

566
FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Asset Manager .5 .5 .5
Capital Projects Engineer 1 1 1
Civil Engineer 2 2 2
Civil Engineering Assistant 2 2 2
Engineering Services Manager .5 .5 .5
Flood Control Manager 0 0 0
GIS Technician 1 1 1
Infrastructure Services Coordinator 1 1 1
Real Estate Specialist 1 1 1

Total Public Works - Flood Control 10 10 10

567
Bexar County, Texas
Flood Control Capital Projects Company 702
Project Budget
Activity to
Date
Funds
Available
Benton City Road

$775,000

$166,347

$608,653
Bulverde Phase V 2,200,000 0

2,200,000
Calaveras 10 Dam 3,591,140

3,591,140

0
CB09 Cimarron Subdivision 2,601,562

600,266

2,001,296
CB18 Smithson Valley LWC 166,625

166,625

0
CB19 Schaefer Road Drainage PhI 8,824,733

8,775,184

49,549
CW0 Program Management (Phase I) 16,126,422

16,126,422

0
CW1 High Water Detection 866,883

852,808

14,075
CW5 Program Controls Management System 355,140

355,140

0
Elmendorf Lake 7,500,000

500,000

7,000,000
Galm Road Phase I 2,000,000

2,000,000

0
Helotes Creek RSWF 5,540,000 0

5,540,000
High Water Detection System Phase II 3,000,000

2,732,510

267,490
High Water Detection System Phase III 20,000,000

145,414

19,854,586
Babcock Road Phase V 6,716,949

6,700,325

16,624
LC10 Hausman Drainage Project Phase II 8,408,659

8,408,659

0
LC14 Chimenea Creek RSWF 269,990

269,990

0
LC15 Huebner Creek RSWF 3,549,495

894,390

2,655,105
LC17 Huebner Creek Enhanced Conveyance NWWC 39,190,494

35,278,716

3,911,778
LC18 Boerne Stage Road 10,720,000

10,513,810

206,190
LC19 Local Projects (Pct 3) Whisper Creek 2,766,246

508,161

2,258,085
LC22 FCDS French Creek Drainage Study 167,676

167,676

0
LC23 French Creek Trib NWWC 5,082,889

1,232,370

3,850,519
LC24 FCDS - Verde LWC 5,235,000

645,082

4,589,918
LC27 Old Fredricksburg Road 2,528,846

590,996

1,937,850
568
Project Budget
Activity to
Date
Funds
Available
LC5 FCDS - S. Hausman

$13,052,800

$36,000

$13,016,800
LC6 FCDS - Prue Rd. at French Crk 6,780,900

779,981

6,000,919
LC8 Ingram Road LWC #58 9,760,391

9,452,879

307,512
LC9 Hausman Drainage Project Phase I 12,747,671

11,974,666

773,005
Martinez Dams 5,400,000

5,316,060

83,940
Medina Lake Dam 3,000,000

3,000,000

0
Medio Creek NWWC Sunset Subdivision 15,055,000

30,000

15,025,000
Mid-Beitel Creek Channel Restoration Phase II 7,510,000 0

7,510,000
Millrace and Mulberry 1,100,000

0

1,100,000
MR13 Live Oak Slough - Quintana Rd and IH35 327,058

327,058

0
MR27 Live Oak Slough - Overflow Control 308,112

308,112

0
MR28 Briggs Road 141,906

141,906 0
MR29 Local Projects (Pct 1) Luckey Road 362,224

362,224 0
MR30 Grosenbacher Rd South of Madrona 3,414,341

504,353

2,909,988
MR31 Elm Forest at Turtle Cross 3,744,971

645,339

3,099,632
MR8 Shepard Rd @ Elm Crk & Black Hill Branch 3,580,529

3,311,304

269,225
MR9 Robert Glenn at Live Oak Slough 302,856

302,856

0
Pearsall Road Bridge at Elm Creek 5,945,000

15,000

5,930,000
Program/Project Management FY 13-17 16,720,865

4,892,192

11,828,673
SA14 Science Park 3,851,744

376,782

3,474,962
SA17 Real Road 1,727,605

571,552

1,156,053
SA2 Laddie Place RSWF Phase III 30,391,524

27,282,900

3,108,624
SA22 San Pedro Phase II 10,807,422

10,747,422

60,000
SA 22 San Pedro Phase III 3,027,089

841,126

2,185,963
SA3 Barbara Drive 15,046,125

689,474

14,356,651
SA33 Olmos Dam 5,970,868

5,970,868

0
569
Project Budget
Activity to
Date
Funds
Available
SA38 Balcones Heights RSWF

$184,221

$184,221 $0
SA4 Shane Road 2,227,746

2,131,920

95,826
SA40 Calaveras Dam 6 1,000,000

1,000,000

0
SA41 Calaveras 8 Increase Detention 1,648,423

1,648,422

1
SA42 Broadway Drainage Improvements 827,750

827,750

0
SA43 Six Mile Creek Drainage Improvements I 23,608,748

4,558,014

19,050,734
SA44 VFW Drainage 9,981,045

5,156,746

4,824,299
SA45 Cacias Road LWC 1,313,640

358,943

954,697
SA46 Kirkner Road LWC 2,726,080

745,460

1,980,620
SA47 Henze 3,321,974

669,974

2,652,000
SA48 Concepcion Creek Drainage Improvements 447,240

447,240

0
SA6 Rock Creek NWWC/Outfall 3,900,000

2,891,039

1,008,961
SA6 Rock Creek NWWC/Outfall Phase II 4,542,040

540,487

4,001,553
SA8 S New Braunfels 10,640,236

1,201,185

9,439,051
Salado Creek Tributary D @ Ira Lee 3,467,000

618,092

2,848,908
SARIP San Pedro Creek Restoration 125,000,000

700,000

124,300,000
SARIP Eagle Plunge Pool 814,241

763,253

50,988
SARIP Eagleland Betterment 3,123,292

2,674,273

449,019
SARIP Mission Reach 177,516,842

166,445,261

11,071,581
SARIP Museum Reach 10,812,325

10,681,187

131,138
SARIP Park Reach Project 1,600,000

1,600,000

0
SC12 Menger Road 379,179

379,179

0
SC15 Rosillo Creek RSWF 10,416,372

9,885,887

530,485
SC18 Roland Ave. Bridge 8,304,979

7,244,522

1,060,457
SC2 Evans Road Ph I - South Lane 3,825,488

3,825,488

0
SC27 Bulverde and J ung Mud Crk Trib A 3,033,573

462,185

2,571,388
570
Project Budget
Activity to
Date
Funds
Available
SC28 J ones Maltsberger at Elm Creek

$1,509,544

$173,325

$1,336,219
SC4 Knoll Creek 9,960,700

4,780,750

5,179,950
SC5 Mid-Beitel Bridge Expansion 1,683,145

1,506,868

176,277
SC9 Perrin Beitel Bridge Expansion 9,215,775

1,558,551

7,657,224
Sixmile Creek Drainage Imp CCR 2 & Bridges 18,490,000 0

18,490,000
St. Mary's Drainage 2,000,000

1,735,789

264,211
Trainer Hale Drainage 428,842

428,842

0
Wilderness Oak Bridge 1,400,000

1,400,000

0
Woodlawn @ 36th St. Drainage 13,975,000

15,000

13,960,000
Total $811,586,190

$428,341,938

$383,244,252

571
- COMPANY: 702
FLOOD CONTROL CAPITAL
PROJECTS FUND (DEBT-FUNDED)

During FY 2001-02, Commissioners Court adopted the use of flood control revenues to fund the costs
associated with road projects to alleviate flooding along those thoroughfares. These projects are funded
with long-term debt and the debt service is paid from the Flood Control tax revenue. During the FY 2012-
13, Bexar County issued $350 million in certificates of obligation for a large portion of these projects.
These debt projects are separated from the section of the fund that is cash-funded. This section of the fund
consists of multi-year capital improvements projects. Below is a list of all active projects with an
overview of the scope of work to be performed:

Benton City Road Low Water Crossing Replacement of a 3-barrel corrugated metal pipe drainage
structure. Current configuration is both in poor repair and unable to safely pass stormwater runoff
from significant rainfall events. The drainage structure is located within the existing 100-year
floodplain. The structure replacement will provide for improved conveyance of storm water runoff
while safely passing the 100-year runoff. The estimated cost of this project is $775,000.

Bulverde Phase V This project will expand the existing two-lane rural roadway section to two 12-
foot travel lanes in each direction, and shoulders within an 86 typical right-of-way. The proposed
drainage structures will safely pass the 100-year storm event. The total estimated cost of this project
is $2,200,000.

Calaveras 10 Dam Rehabilitation - This project provides for the rehabilitation for Calaveras Dam.
The dam is owned and operated by the San Antonio River Authority (SARA). The improvements will
be in line with Federal Natural Resource Conservation Service (NRCS) standards. SARA is the
project manager. The estimated cost of this project is $3,591,140.

CB 09 Cimarron Subdivision The purpose of this project is to remove ten homes from the 100-
year floodplain of West Salitrillo Creek in the Cimarron Subdivision. The estimated cost of this
project is $2,601,562.

CB 18 Smithson Valley Low Water Crossing - Smithson Valley at Cibolo Creek is a low water
crossing. This project upgraded the crossing to provide access in a high-frequency storm event. The
project was identified in the 2004 Regional Capital Improvements Program for flood control. This
project was completed for $166,625.

CB 19 Schaefer Road Drainage Phase I The purpose of this project is to improve the existing
water conveyance of a roadway section of Schaefer Road located in northeast Bexar County. This
section of roadway is located approximately 0.5 mile east of the intersection of Schaefer Road and
FM 1518. Schaefer Road crosses a low lying area that drains upland across the road and currently
sheet flows across existing property to the south, ultimately entering Cibolo Creek. This project also
includes land acquisition. The total estimated cost of this project is $8,824,733.

CW 00 Project Management This funding provided for the costs of professional services for
project management associated with all flood control projects. A total of $16,126,422 has been
expended. Future project management costs will now be expended under a new project activity
labeled Program Management FY 2013-2017.
572
CW 01 High Water Detection System This project provided High Water Detection Systems to
warn motorists of flooded roadways in real time. These systems are easily integrated with existing
monitoring systems providing seamless control and notification while supplementing existing
regional drainage and river flow databases. The systems were installed with flashing lights and signs
and activate themselves locally when predetermined flood conditions occur. The systems then
communicate their status to a central base station via any of a variety of communications means.
Additional phases of this system are budgeted and can be found later in this section. A total of 10
units were installed. The total estimated cost of this project is $866,883.

CW 05 Program Controls Management System This funding covered program management
services for project management collaborative software. A firm was chosen to monitor program
progress from a project budget, schedule, and document management standpoint. Under the direction
of the Public Works Department this funding is no longer required. This project was completed for
$355,140.

Elmendorf Lake This project will provide for water quality improvements to the lake, as well as
flood control enhancements in the portion of the lake between 24
th
and Commerce Streets adjacent to
Elmendorf Lake Park. The project will result in shoreline restoration along with water quality
improvement. This project is intended to complement the San Antonio River Authoritys Westside
Creeks Restoration project, which is focused on environmental restoration and recreational
opportunities. The total estimated cost of this project is $7,500,000.

Galm Road Phase I There are two low-water crossings within the project limits located within the
existing 100-year floodplain, which are repeatedly closed during significant storm events. The flood
control component of this project is the construction of two bridge spans, which will pass a 100-year
storm event. The total estimated cost of this project is $2,000,000.

Helotes Creek RSWF This project provided for the purchase of land or a drainage easement from
the owners of the existing 48.5 acre Vulcan Quarry. The total estimated cost of this project was
$5,540,000. After careful review, this project is not recommended for design or construction.

High Water Detection System Phase II This project provided for additional installations of the
high water detection systems at various locations around the County. The systems warn drivers of
high water at selected locations. This was a continuation of the Bexar County Flood Control Phase I
project. A total of 42 units will be installed. The total estimated cost of this project is $3,000,000.

High Water Detection System Phase III This project provides for additional installations of the
high water detection systems at various locations around the County. The systems warn drivers of
high water at selected locations. This is a continuation of the Bexar County Flood Control Phase II
project. Approximately 220 units will be installed through the County and City limits. The total
estimated cost of this project is $20,000,000.

LC 10 Babcock Road Phase V This project consists of improving existing cross drainage
structures within these project limits located within the 100-year flood plain. Four bridges and one
bridge class culvert will ensure a no rise water surface elevation solution while passing the 100-
year runoff. The estimated cost of this project is $6,716,949.

LC 10 Hausman Road Phase II This project starts at Babcock and continues to the east of
Roadrunner Way. The existing low water crossing over Maverick Creek will be replaced with a
bridge to provide unflooded access across Maverick Creek. This project replaces the existing low
water crossing at Maverick Creek with a bridge capable of passing a 100-year storm. The estimated
cost of this project is $8,408,659.
573
LC 14 Chimenea Creek RSWF A study was performed to determine the conceptual location and
size of regional Stormwater detention ponds at strategic locations within the Leon Creek Watershed
and this project was one of them. The preliminary engineering report (PER) for this project has been
completed. No cost effective regional storm water projects were identified during the PER. Various
alternatives of regional detention ponds and channel improvements were reviewed during the PER.
The total amount expended for this project was $269,990.

LC 15 Huebner Creek at Prue Rd RSWF This project will alleviate flooding downstream of Prue
Road and provide a Regional Storm Water Detention Facility to reduce flow rate by approximately 10
percent. Prue Road crossing has been constructed as an all-weather crossing at Huebner Creek. This
project requires obtaining regulatory permits such as United States Army Corps of Engineers permits,
local floodplain permit, and a potential dam permit. The estimated cost of this project is $3,549,495.

LC 17 Huebner Creek Enhanced Conveyance This project includes the analysis of Leon Creek
starting at Loop 410, and following Leon Creek to Huebner Creek just upstream of Bandera Road.
This study will determine the possible channel improvements and the alternatives to reduce structural
flooding for Leon Valley and the City of San Antonio. The project will be divided into three phases.
Phase I will be from Loop 410 upstream to Ingram Road. Phase II will be from Ingram Road
upstream to the city limit line between Leon Valley and San Antonio. Phase III will be from the city
limit line between Leon Valley and San Antonio upstream to Bandera Road. A Cost Benefit Study,
coordination with Leon Valley, City of San Antonio, San Antonio River Authority, Corps of
Engineers, and possible buyouts are part of this project. The total estimated cost of this project is
$39,190,494.

LC 18 Boerne Stage Road This project provides for the reconstruction of a portion of Boerne
Stage Road to include two travel lanes, six foot shoulders and a continuous center turn median.
Roadway reconstruction will provide unflooded access (25 years storm event) to the area residents
and businesses. This project will require additional right-of-way reconstruction includes raising the
roadway, improvements to the pavement section, increasing roadside bar ditch capacities, adding
drainage system, and traffic signal upgrade. The total estimated cost of this project is $10,720,000.

LC 19 Whisper Creek This project is located on Huebner Creek downstream of Hollyhock Street
in northwest Bexar County and in the northwest area of the City of San Antonio. Bexar County
proposes to alleviate flooding in the Whisper Creek subdivision during an Ultimate Development
(UD) 100-year storm event by constructing concrete drainage wall and concrete channel. The total
estimated cost of the project is $2,766,246.

LC 22 French Creek Drainage Study A study was performed to determine the feasibility of
placing one or several detention ponds between South Verde Road in the Verde Hills Subdivision and
Evans Valley Acres Subdivision in Helotes. The results concluded a detention pond would not
provide sufficient benefits for the area. This project is not recommended for construction. The total
amount expended for this project was $167,676.

LC 23 French Creek Tributary NWWC Environmental This project will remove multiple
residential properties from the floodplain located in the Cedar Springs Subdivision and the Evans
Valley Subdivision. Improvements to existing low water crossings in Evans Valley Subdivision and
the intersection of Diamond K and Bar X Trail will also be considered. The estimated cost of this

574
LC 24 N. Verde Road LWC This project provides for the construction of a bridge at French Creek
over North Verde Road. The existing culvert is undersized and needs to be replaced. This will also
include improvements to North Verde Road and west of the bridge. North Verde Road is the only
way in or out of the existing residential subdivision during flood events. The construction of this
bridge will increase public safety for this area. The total estimated cost of this project is $5,235,000.

LC 27 Old Fredericksburg Road LWC This project will replace the current low water crossing
near Old Fredericksburg Road and Lost Creek Gap Rd. with a structure capable of passing the 1
percent chance 100-year storm event without overtopping the road. The total estimated cost of this

LC 5 S. Hausman Road LWC This project provides for the construction of a culvert and a bridge
on S. Hausman Road between Prue Road and Bamberger Trail. There are currently two low water
crossings on S. Hausman Road. This will also include improvements to S. Hausman Road north and
south of the two structures. The proposed upgrade will increase public safety for this area. The total

LC 6 Prue Road LWC at French Creek This project provides for the construction of a bridge at
French Creek over Prue Road. The existing multi-barrel box culvert is undersized and must be
replaced with a bridge. This also includes improvements east and west of the bridge. The total

LC 8 Ingram Road LWC This project provides for the construction of a bridge along Ingram
Road across Leon Creek and Huebner Creek between Northwestern and Potranco providing
unflooded access during the 1 percent chance rainfall event. This project includes coordination with
the City of San Antonio Parks Departments Linear Creekway Project and the Huebner Creek
Enhanced Conveyance Project (LC-17). The estimated cost of this project is $9,760,391.

LC 9 Hausman Drainage Project Phase I - This project replaces three low water crossings with
bridges and downstream channel improvements to provide unflooded access during the 1 percent
chance storm event along Hausman Road between Babcock and Huntsman. This also includes
buyouts downstream of the three crossings in the existing Valley View Subdivision for mitigation and
channel improvements purposes. The estimated cost of this project is $12,747,671.

Martinez Dams - This project provides for the rehabilitation of three Martinez Creek Dams. The
dams are owned and operated by the San Antonio River Authority (SARA). The improvements will
be to Federal Natural Resource Conservation Service (NRCS) standards. SARA is the project
manager. The estimated cost of this project is $5,400,000.

Medina Lake Dam - During FY 2008-09, an engineering stability study on the Medina Lake Dam
concluded that the abutments of the Medina Lake Dam do not meet the probable maximum flood
(PMF) event or the criteria for stability in one-half a PMF event set by the State. This project provides
for the installation of post tension anchors and a reinforced concrete apron for the foundation to
alleviate susceptible erosion. The total cost for the dam improvements was $10,000,000. Bexar
Medina Atascosa (BMA) has worked with the Texas Water Development Board to obtain the
remaining funding of $7,000,000 for the project. Bexar County committed one-time funding in the
amount of $3,000,000 for this project.

575
Medio Creek NWWC Sunset Subdivision This project provides for the channelization of Medio
Creek upstream of Ray Ellison Drive for additional storm water conveyance. The approaches to Ray
Ellison Road bridge crossing will be upgraded, if needed and the viability of a detention pond near
this location will be studied. The results of this project will remove over 100 homes in the Sunset
Subdivision from the floodplain. The total estimated cost of this project is $15,055,000.

Mid-Beitel Creek Channel Restoration Phase II This project was to provide for drainage channel
improvements between the CPS Energy High Voltage lines and Thousand Oaks Drive. The estimated
cost of this project was $7,510,000. The project is not recommended for design or construction.

Millrace and Mulberry This funding is for the City of San Antonio project, which upgrades the
bridges at Mulberry and Millrace crossing the Catalpa-Pershing channel from box culverts to a single
span bridge. Bexar County will commit one-time funding in the amount of $1,100,000 to the project.

MR 13 Live Oak Slough - Quintana to I-35 - This project was going to include channel restoration
and drainage improvements along Benton City Road between Quintana Road and IH-35. The project
is not recommended for completion since improvements would provide very little reduction in
flooding and cause extensive environmental issues. The total amount expended $327,058.

MR 27 Live Oak Slough Overflow Control This project was going to reduce flooding and erosion
at the residence properties along Trawalter Lane and Quintana Road. The project is not recommended
for completion since improvements would provide very little reduction in flooding and cause
extensive environmental issues. The total amount expended was $308,112.

MR 28 Briggs Road This project was going to include the construction of a parallel channel to
Briggs Road to capture storm water so that it may be properly discharged into a natural low. The
project is not recommended for completion since the improvements would provide very little
reduction in flood and required extensive real estate acquisition. The total amount expended was
$141,906.

MR 29 Luckey Road - This project was going to address possible solutions for residents who live
along Luckey Road and have no road access during heavy storms. The project is not recommended
for completion due to contaminated water and soil which would require extensive remediation for a
low volume road project. The total amount expended was $362,224.

MR 30 Grosenbacher LWC - This project will provide improvements for two low water crossings
on Grosenbacher Road. Channel improvements will be made to keep homes from flooding. This
project will also increase the size of the culvert and look at drainage channel improvements to
improve flow through the culvert and avoid damage to residences upstream and downstream of the
crossing. The total estimated cost of this project is $3,414,341.

MR 31 Elm Forest at Turtle Cross Street - This project provides for improvements to the low water
crossing at the entrance to the subdivision. It will also provide additional capacity at several
inadequate drainage outfalls to Medio Creek. The total estimated cost of this project is $3,744,971.

MR 8 Shepherd Rd at Elm Creek & Black Hill Branch This project provides unflooded access
at Shepherd Road at two low water crossings. The first crossing is at Elm Creek and the second at
Blackhill Branch. This project will also provide emergency access to IH-35 from Elm Creek
Elementary School, and to 12 residences between Elm and Black Hill Branch Creeks. The total
estimated project cost is $3,580,529.
576
MR 9 Robert Glen at Live Oak Slough This project was going to provide for a replacement low
water crossing at Live Oak Slough and Robert Glen Road. After careful review, the project is not
recommended for completion. The total amount expended is $302,856.

MR 11 Pearsall Road at Elm Creek This project provides for the replacement of the inadequate
existing multiple box culvert with a bridge capable of passing the 1 percent chance 100-year storm
event. There is currently a curve in the road that will be straightened to accommodate the proposed
bridge. The total estimated cost of this project is $5,945,000.

Project Management (FY 2013-2017) - These funds will cover all program management expenses
through the completion of the flood control program. The total estimated cost is $16,720,865.

SA 14 Science Park This project studies the undersized Science Park Drainage Project, where the
channels between the four street crossing drainage structures downstream of Bandera Road have
eroded severely. The total estimated cost of this project is $3,851,744.

SA 17 Real Road This project will replace the existing low water crossing at Real Road and
Chupaderas Creek with a structure capable of passing a 1 percent chance 100-year storm event. Real
Road will be reconstructed with bar ditches and the channels upstream and downstream will all be
regraded. The total estimated cost of this project is $1,727,605.

SA 2 Laddie Place RSWF This project is located between Fredericksburg Road and Gardina St.
The purpose of this project is to remediate flooding at and downstream of the Northwest Center by
constructing a regional storm water detention pond. It will remove over 30 structures from the 100-
year floodplain. The total estimated cost of this project is $30,391,524.

SA 22 San Pedro Huisache Phase II The purpose of this project is to alleviate flooding in the Alta
Vista Subdivision at Mark Twain Middle School during a 1 percent chance 100-year rainfall event.
This phase of the project includes construction of an underground drainage system and street
reconstruction. The total estimated project cost is $10,807,422.

SA 22 San Pedro Huisache Phase III This project is the third phase of the San Pedro Huisache
project. This phase is intended to construct a storm drain system east of San Pedro between Agarita
Street and Elsmere Place. The intent of this project is to prevent San Pedro Avenue from flooding and
to keep the neighborhoods on both sides of San Pedro Avenue safe from flooding. The total estimated

SA 3 Barbara Drive Drainage This project replaces the concrete lined open channels between
McCullough and the confluence of the box culverts located approximately 800 feet east of
McCullough. This project will also reconstruct McCullough Street from Barbara to Sharon Street
with an underground storm sewer system with curb inlets to eliminate the low water crossing at
Barbara Drive and McCullough. The total estimated cost of this project is $15,046,125

SA 33 Olmos Dam This project repaired the existing Olmos dam that protects the City of San
Antonio downtown business district. The project was completed for $5,970,868.

SA 38 Balcones Heights RSWF This project was funded to alleviate flooding in the City of
Balcones Heights by constructing a Regional Storm Water Facility in the southern portion of Oak
Hills Park near Fredericksburg Rd. and Loop 410. After careful review, the project is not
recommended for construction. The total amount expended was $184,221.

577
SA 4 Shane Road LWC This project improves the low water crossing and creates un-flooded
access to Shane Road to remediate flooding. This project will also include the installation of a bridge
class structure, downstream channel grading, drainage easement acquisition, associated roadway
reconstruction and utility relocation. The total estimated cost of this project is $2,227,746.

SA 40 Calaveras Dam 6 - This project raised the top of the dam, constructed an additional principle
spillway, and modified existing auxiliary spillways. The total estimated cost for the dam
improvements is $3,173,000. The United States Department of Agriculture-Natural Resources
Conservation Service (NRCS) has funded $2,373,000. The Bexar County Flood Program is
$1,000,000 which includes administrative costs.

SA 41 Calaveras 8 Increase Detention - This project will increase the detention volume of the
existing structure at U.S. Highway 87 between Stuart Road and E. Loop 1604S by raising the top of
the dam 2.7 feet and replace the principle spillway from 14 inches to 36 inches. It will then safely
pass the Probability Mass Function and contain a 1 percent chance flood. The total estimated project
cost is $1,648,423.

SA 42 Broadway Drainage Improvements This project was going to include wetlands restoration
and detention improvements in Brackenridge Park to eliminate the Broadway Spill at the Witte
Museum, detention pond at 300 Patterson Avenue and detention pond on the McNay Institute
property next to N. New Braunfels Street. The project is not recommended for completion due to the
unavailability of real estate required for the detention pond. The total amount expended was
$827,750.

SA 43 Six Mile Creek Drainage Improvements This project constructs a Regional Storm Water
Facility on Six Mile Creek to reduce flow in the existing channel. The intent is to place a detention
pond or ponds along the creek to reduce the flows and reduce the draft digital Flood Insurance Rate
Map (DFIRM) floodplain in the residential area between S. Flores Street and W. Petaluma Blvd.
The total estimated cost of this project is $23,608,748.

SA 44 VFW Boulevard Drainage This project provides for the construction of a new storm drain
system to reduce flooding near the intersection of Roosevelt Avenue and VFW Blvd. The storm drain
will accept the water at the intersection and drain into the San Antonio River. The project will redirect
runoff and prevent Mission County Park from flooding. The total estimated cost of this project is
$9,981,045.

SA 45 Cacias Road LWC This project will replace the two low water crossings on Cacias Road
with culverts capable of passing a 25-year storm without overtopping the road. Both culverts are to be
replaced with multiple box culverts with headwalls upstream and downstream. Channel grading will
be done upstream and downstream of these two culverts. Right-of-way (drainage easements) will
have to be obtained to accommodate the drainage channels. The estimated cost of this project is
$1,313,640.

SA 46 Kirkner Road LWC This project will improve the four low water crossings on Kirkner
Road between Zigmont Road and Stuart Road in eastern Bexar County. This location will receive a
High Water Detection System as well. The total estimated cost of this project is $2,726,080.

SA 47 Henze Road LWC This project will improve the existing low water crossing at Henze Road
in South Bexar County to meet a 25-year storm event. The project will replace the existing low water
crossing, which includes no culvert, with appropriate culverts with parallel wing walls upstream and
downstream of Henze Road. The total estimated cost of this project is $3,321,974.
578
SA 48 Concepcion Creek Drainage Improvements This project studied the feasibility of
providing flooding relief for 130 homes between Interstate Highway 35 and the San Antonio River.
The project is not recommended for completion due to high construction costs and extensive real
estate acquisition with a low (27) number of homes removed from the floodplain. The total amount
expended was $447,240.

SA 6 Rock Creek Outfall Improvement This project is located between Rock Creek at Interstate
Highway 10 and Dudley Drive. The project removes 16 structures from the 100 year floodplain and
improves the outfall at confluence with Olmos Creek. Improvements will be made to the Rock Creek
waterway, between IH-10 and Dudley Drive, from a natural, rocky channel to a more engineered
flood conveyance waterway. The wider, grass-lined channel will have the general effect of lowering
the 100-yr floodplain elevation. Stabilization of the channel slopes from approximately 800 feet
upstream of Callaghan Road to IH-10 is also considered. The project does not include any roadway
repairs or relocations. The total estimated project cost is $3,900,000.

SA 6 Rock Creek Outfall Improvement Phase II This is a continuation of the current Bexar
County Flood Control Rock Creek Phase I project. The channel will be cut from the existing rock
from Dudley Drive to Callaghan Road. The bank stabilization is to be placed from the toe of slope to
just above the 100-yr floodplain elevation along the channel. The potential of additional culvert
barrels at Callaghan Road is to be investigated with this project. The estimated cost of this project is
$4,542,040.

SA 8 S. New Braunfels LWC This project increases the channel size and capacity at the upstream
of Hot Wells Road and downstream of S. New Braunfels to contain the 100-yr water surface.
Additional structures will require reconstruction of S. New Braunfels and Hot Wells Road. Right of
Way acquisition and utility relocations are associated with the roadway reconstruction. The total

Salado Creek Tributary D at Ira Lee This project includes 800 feet of earthen channel
improvements just north of Garner Middle School. The Ira Lee low water crossing will be improved
and 20 facilities will be removed from the 100 year floodplain. The total estimated cost of this project
is $3,467,000.

SARIP - San Pedro Creek Restoration This project would widen and deepen the San Pedro Creek
channel, increasing its carrying capacity. This project would remove 41.8 acres and 38 adjacent
structures from the 100-year flood plain. These parcels have an estimated value of $45.7M in assessed
value. This project also replaces a network of unsightly drainage with approximately 22 acres of
parkland, hiking and biking trails, and other recreation amenities. The following are the project limits
and estimated costs: Villa Lagunilla (Inlet to Travis), Salon De Alameda (Travis to Alameda
Theatre), Agua Antigua (Alameda Theatre to Dolorosa), El Merodeo (Dolorosa to Cesar Chavez),
Canal Principal (Cesar Chavez to Guadalupe), Campo Abajo (Guadalupe to South Alamo), and
Alamo Street to Confluence. The total estimated cost of the project is $174,600,000. The County has
identified $125,000,000 as its portion of the project. The remaining funds will be contributed by
seeking public and private partnerships.

SARIP Eagleland Reach Plunge Pool - As part of the San Antonio River Improvements
Projects, the Plunge Pool Wall protects 300 linear feet of the east bank of the San Antonio River
south of Alamo Street. The project was necessary due to the erosion potential caused by turbulence
downstream of Gate 6 and for protection of significant bald cypress trees on the channel bank. The
project was constructed in a joint bid project with the City of San Antonio/TxDOT Riverwalk Link,
Pedestrian Phase Project. The total estimated cost of the project is $814,241.
579
SARIP - Eagleland Betterment The project provides new trails and upgrades to existing trails,
pavilions, overlooks, landscaping, and picnic tables from South Alamo to Lone Star Blvd. The total

SARIP - Mission Reach - This is a joint effort between the City of San Antonio, Bexar County and
the San Antonio River Authority. The project provides ecosystem restoration while maintaining and
improving flood reduction benefits to the San Antonio River from Lone Star Boulevard to Mission
Espada. The estimated completion date for this project is September 2013 for Phase 3. The total
estimated cost of this project is $177,516,842 within the Flood Control Program. Other funding
associated with the Mission Reach Project includes: an additional flood component funded within the
VFW Drainage Improvements ($2,232,377), indirect costs ($2,709,070) within the Flood
Maintenance and Operations Budget, and the Community Venues Program funding for Mission
Reach ($6,741,711) and Portals ($10,000,000). The County portion of Mission Reach funding from
all sources is $199,200,000.

SARIP - Museum Reach - This project was a joint effort between the City of San Antonio, Bexar
County, and the San Antonio River Authority on the final design of this project. The project provided
ecosystem restoration while maintaining or improving flood reduction benefits to the San Antonio
River from Hildebrand Avenue to Lexington Avenue. The total estimated cost of this project is
$10,812,325.

SARIP - Park Reach This project will provide new trails, landscaping, and ecosystem restoration
along the Catalpa-Pershing channel and San Antonio River. The total estimated cost of this project is
$1,600,000.

SC 12 Menger Road LWC This project replaced the existing structures in order to provide channel
regrades to improve water flow. The project also provides all-weather access to Menger Road. The
project was completed for $379,179.

SC 15 Rosillo Creek RSWF This project will alleviate flooding on the tributary to Rosillo Creek
downstream of F.M. 78 in the City of Kirby. It will provide runoff control and reduce the floodplain
along one tributary to Rosillo Creek. The total estimated cost of this project is $10,416,372.

SC 18 Roland Avenue Bridge The project will raise Roland Avenue above the 100-year water
surface elevation crossing over Salado Creek. It also provides two separate bridges and 1,450 feet of
roadway approaches. Roland Avenue will be re-aligned to improve the sharp curves through the low
water crossing. The total estimated cost of this project is $8,304,979.

SC 2 Evans Road LWC This project upgraded Evans Road above the Elm Waterhole Creek.
Construction included a span bridge structure, roadway widening with taper-downs, channel grading,
drainage easement acquisition, and utility relocation. The project was completed for $3,825,488.

SC 27 Bulverde and Jung Mud Creek Trib A This project provides improvements to the low
water crossing at Bulverde Rd and J ung Road at Tributary A to Mud Creek to convey a 100-year
storm event. The total estimated cost of this project is $3,033,573.

SC 28 Jones Maltsberger at Elm Creek - This project constructs a bridge at the current low water
crossing at J ones Maltsberger and Elm Creek. A portion of J ones Maltsberger Road will have to be
rebuilt to be able to place the bridge. The total estimated cost of this project is $1,509,544.

580
SC 4 Knoll Creek This project involves a drainage study to determine the best option for
improving Knoll Creek to remove homes from the 100-year floodplain just downstream of Classen
Road without adversely impacting commercial properties downtown. The total estimated cost of this

SC 5 Mid-Beitel Creek Channel Restoration - This project provides for the design of the
channelization of a section of Beitel Creek. Beitel Creek has been channelized from N.E. Loop 410
upstream to an area just south of Garden Court East Subdivision. The project will also include
construction of an earthen channel from the existing channel, upstream approximately 4,000 feet.
The channel will be adjacent to the Garden Court East Subdivision within the City of San Antonio.
The project cost is estimated at $1,683,145.

SC 9 Perrin Beitel Bridge Expansion This project includes the design and construction to elevate
the roadway and bridge on Perrin-Beitel Rd at Beitel Creek. Vicar Rd would terminate in a cul-de-sac
before the existing Vicar Rd low water crossing. The improved bridge on Perrin-Beitel will withstand
the 1 percent chance storm event and minimize flooding in the Briar Glen subdivision. Some channel
improvements and regrading will be required. The total estimated cost of this project is $9,215,775.

Sixmile Creek Drainage CCR 2 and Bridges This project is a continuation of the current Sixmile
Creek Flood Control project. This phase includes channel and bridge improvements between Ashley
and Commercial Avenue. The project will remove 180 homes from the floodplain limits. The total

SA 49 St. Marys University Drainage - The San Antonio River Authority planning process
identified a need to develop a detention basin for the Alazan Creek on the site of St. Marys
University Campus. The upper part of the Alazan Creek bisects part of the campus. The project
consists of constructing a detention pond facility and underground system to capture stormwater
which will control flooding in the area. The flood control project is coordinated with the development
of the St. Marys University Venue Tax Sports Project. The total estimated cost of this project is
$2,000,000.

Trainer Hale LWC This project replaced a 4-barrel corrugated metal pipe drainage structure. The
original configuration was unable to safely pass stormwater runoff from significant rainfall events.
The drainage structure is located within the existing 100-year floodplain and design of new structure
ensures a no-rise water surface elevation solution. The project was completed for $428,842.

Wilderness Oak Bridge - The project provides for the construction of 1,200 linear feet of Wilderness
Oak across Mud Creek to establish connectivity and provide additional unflooded access to the
surrounding subdivisions and elementary school. The total estimated cost of this project is
$1,400,000.

Woodlawn at 36
th
Street Drainage This project consists of the construction of two barrels of
culverts at Woodlawn and 36
th
Street. These two culverts will take the flood waters that currently
flood the adjacent subdivision west of the two streets into the existing St. Marys University drainage
channel. There are currently 134 homes in the floodplain adjacent to this project. The total estimated
581
Bexar County, Texas
Capital Improvement Program FY 2014
Nextel FCC Rebanding $75,300 $33,728 $41,572
CHRIS Timekeeping Software 500,000 328,411 171,589
Energy Project CIED In-Kind 448,209 14,500 433,709
CJ Information System 23,600,000 24,249,755 (649,755)
227 Flores Parking Garage 15,170,377 15,073,965 96,412
Financial Management System 7,188,841 7,025,100 163,741
Cashiering System 1,000,000 916,720 83,280
Courthouse Restoration 5,394,035 5,086,879 307,156
J uvenile J ustice Academy 1,501,637 2,088 1,499,549
CHRIS Online Open Enrollment 250,000 74,104 175,896
Energy Conservation Equipment 500,263 295,183 205,080
Central Magistration Build Out 4,813,860 1,850,251 2,963,609
Heat Recovery SystemADC Laundry 375,105 248,324 126,781
Countywide Roofing Project 1,548,769 1,458,922 89,847
Rodriguez Park Improvement 75,634 40,874 34,760
Water Service Bullis 82,193 22,685 59,508
Sidewalk and Barbed Wire Enhancement and Replacement Project 131,289 83,192 48,097
Replace Generator and Add Emergency Electrical Circuits-
Courthouse 420,000 420,000 0
Replace/Renovate and Strip Parking Lots-Vista Verde, TASC
Building, J uvenile Detention, Cyndi Krier 282,870 281,267 1,603
Modifications/Upgrade to Electrical Power Supply-ADC Admin 290,070 1,450 288,620
Camp Bullis Easement 1,000,000 1,349 998,651
CHRIS Project 250,000 0 250,000
Automated Fingerprint Identification System(AFIS) 400,000 262,406 137,594
Reconciling Software for District Clerk, County Clerk, PRM 60,000 0 60,000
Breath Test Support Program 92,642 9,750 82,892
Video Teleconferencing (3 floors) for Criminal District Courts 187,491 0 187,491
Washer and Dryer Set for J uvenile Detention 15,000 0 15,000
Livescan Unit for J uvenile Probation 60,000 0 60,000
Pre-Trial Services-Intake Station 20,000 0 20,000
J uvenile Courts A/C Chiller 136,662 100,475 36,187
Re-Entry Facility 1,500,000 28,150 1,471,850
Forensic Science Center Equipment and Facility Repairs 500,000 433,333 66,667
Courthouse Restoration and Historic Rehabilitation-Double Height
Project 6,350,000 3,561,707 2,788,293
FY 2010-11 Vehicle Replacement 2,580,283 2,496,138 84,145
Enterprise Data Center Power Upgrade 386,415 366,020 20,395
Replace Batteries in iVotronics Machines 244,038 185,064 58,974
Dialysis Machines for ADC 500,000 300,000 200,000
Repair Flooring in ADC Inmate Recreation Areas 990,000 15,816 974,184
Septic SystemUpgrade at Raymond Russell Park 10,000 141 9,859
582
Parking Lot & Road Overlay at County Parks $1,200,000 $54,722 $1,145,278
Redevelop Mission County Park 5,400,000 5,400,000 0
FY 2011-12 Vehicle Replacement 2,344,565 2,247,020 97,545
Forensic Science Center Lighting Replacement 215,208 1,484 213,724
Crime Lab Equipment 368,836 271,883 96,953
Federal Reserve Facility Purchase 10,000,000 85,687 9,914,313
Alameda Theater Renovations 2,500,000 0 2,500,000
Law Enforcement Substations 1,500,000 671,735 828,265
J uvenile Facilities Energy Reduction Project 2,000,000 1,086,567 913,433
WOW Project Phase II 250,000 1,749 248,251
Child Support CourtroomRenovations 500,000 108,218 391,782
Children's Court Technology Upgrades 190,000 190,275 (275)
J ustice Center 4th Floor Build-Out FF&E 500,000 409,112 90,888
RestroomRenovations at Comanche and Raymond Russell Park 103,500 3,909 99,591
County Park Signage 275,000 83,022 191,978
County Park AlarmMonitoring Systems 80,000 54,997 25,003
County Park Mechanical Equipment 128,408 48,905 79,503
Adult Detention Center - Pipe Replacement Phase I 550,000 549,391 609
Adult Detention Center Communications RoomA/C System 123,000 858 122,142
Adult Detention Center Door Slot and Bunk Storage Renovations 102,503 70,831 31,672
Adult Detention Center Cell Renovations 186,200 9,474 176,726
Adult Detention Center Booking Break Room 18,208 708 17,500
Adult Detention Center Washing Machine 38,923 31,272 7,651
Sheriff's Office E-Citation and Rocket ModemTechnology 696,750 691,116 5,634
Sheriff's Office Body Armor 80,000 25,838 54,162
Server Cabinet Reconfiguration and Fiber Upgrade 240,000 0 240,000
Interactive Voice Response Solution 150,000 26,665 123,335
Session Manager (SIP) 26,998 0 26,998
Time Collection System 550,000 318,554 231,446
CHRIS Hardware Refresh 250,000 26,277 223,723
Global 360 50,000 0 50,000
CIJ S - E-Discovery System 600,000 499,492 100,508
CIJ S - District Attorney Case Management System 8,000,000 7,951,269 48,731
CIJ S - J ail Management System 7,000,000 2,476,632 4,523,368
CIJ S - J ury Management System 800,000 744,399 55,601
CIJ S - J uvenile Case Management System 2,000,000 333,948 1,666,052
CIJ S - Storage 67,019 67,000 19
Sheriff Position Capital Equipment 183,000 158,588 24,412
Elections Facility Property Acquisition 1,700,000 1,671,248 28,752
Inventory Equipment 34,086 27,748 6,338
Sheriff Academy Relocation 445,950 405,311 40,639
Forensic Science Center Improvements 3,500,000 394,859 3,105,141
583
Courthouse Basement Courts $4,200,000 $3,988,342 $ 211,658
Courthouse Personnel Relocation 750,000 226,328 523,672
Courthouse Exterior Restoration Gondeck Removal and Double-
Height Courtroom 12,900,000 4,211,620 8,688,380
Courthouse History Center 2,000,000 124,116 1,875,884
J ustice Center 5th Floor Renovations 125,000 5,576 119,424
Downtown Central Control Improvements 250,000 79,573 170,427
J ustice Center CourtroomSuites Renovations 3,050,000 745,690 2,304,310
Records Storage Facility Improvements 1,150,000 139,093 1,010,907
South Flores Parking Garage Improvements 1,000,000 131,086 868,914
Video Visitation - Adult Detention South Annex Facility 5,675,060 86,104 5,588,956
Vista Verde Plaza Improvements 400,000 37,200 362,800
Bullis County Park Enhancements 150,000 132,718 17,282
Courthouse Annex Improvements 675,000 99,664 575,336
BCIT - Z/Server Tape Upgrade 1,630,000 905,556 724,444
Print Shop Equipment 289,722 289,722 0
WebCRD System 92,494 92,494 0
County Facilities Fiber Upgrade 4,610,000 1,692 4,608,308
PC Replacement 2013 1,332,341 486,414 845,927
Notebook Replacement 2013 487,221 150,884 336,337
CourtroomTechnology 171,875 56,796 115,079
Forefront Identity Manager Enhancements 75,000 0 75,000
TelecomManagement System 65,000 0 65,000
Automated License Plate Recognition System 96,000 94,120 1,880
Court Kiosks System 20,633 0 20,633
Medical Examiner FAS System 265,000 0 265,000
Electronic Attorney Voucher System 100,000 99,997 3
Automated Fingerprint Identification SystemEnhancements 2,700,000 2,700,000 0
Datalux Tracer Processor Upgrades 261,000 0 261,000
Adult Detention Center Kitchen Equipment 162,750 148,377 14,373
Adult Detention Center Laundry Equipment 168,400 157,439 10,961
Dell Tablet Implementation 165,000 0 165,000
FY 2012-13 vehicle Replacement 2,402,720 2,212,427 190,293
Haven for Hope Facility Improvements 1,516,000 1,516,000 0
St. Vincent de Paul Kitchen Equipment 1,000,000 1,000,000 0
Hot Wells Interpretive Center - Public Park 2,706,000 347,539 2,358,461
World Heritage Site 143,060 61,591 81,469
Land Acquisition ADC South Annex Phase II 2,630,000 0 2,630,000
Land Acquisition ADC South Annex Phase III 2,505,000 613 2,504,387
Land Acquisition - Pleasanton Road 200,000 44,105 155,895
County Facilities ADA 90,591 90,591 0
Adult Detention Center Maintenance Shop Renovations 500,000 94,266 405,734
Elections Facility 5,226,112 3,223 5,222,889
584
County Parks Improvements $275,000 $274,999 $1
Fleet Maintenance and Motor Pool Assessment 100,000 0 100,000
BiblioTech Center 2,425,268 2,300,814 124,454
Credit Card Implementation 74,500 26,956 47,544
Sheriffs Evidence Storage 30,510 30,501 9
J ail Conveyor System 21,900 4,977 16,923
County Clerk Relocation 389,275 0 389,275
Contingency Capital Projects 11,194,188 0 11,194,188
Adult Detention Center Plumbing and Mechanical Systems Replace 35,775,000 0 35,775,000
Sheriff's Administration Functional Program 170,000 0 170,000
Countywide Digital Controls Upgrades 775,000 0 775,000
CourtroomRestoration FY 2014 4,922,000 0 4,922,000
J ustice Center Improvements - Elevator, Tunnel, Restroomand ADA
Compliance 3,049,500 0 3,049,500
Paul Elizondo Tower - Court Liaison Officers Space 85,000 0 85,000
Federal Reserve Building - Child Support Courts 4,435,500 0 4,435,500
Elections Warehouse Purchasing Space 2,850,000 0 2,850,000
Forensic Science Center - Interior Renovations 2,460,000 0 2,460,000
Precinct 1 Satellite Office Upgrades 608,000 0 608,000
Mission Road Campus Functional Program 140,000 0 140,000
Bullis Park - SAWS Water Extension 200,000 0 200,000
County Parks - Playscape Replacements (Rodriquez, Russell, and
MacArthur) 785,000 0 785,000
County Parks - Fall Zone Material Phase II 350,000 0 350,000
County Parks - Sanchez Spencer Field Demolition 100,000 0 100,000
County Parks - Padre County Playscape Replacement 208,800 0 208,800
County Parks - Portable Stage and Equipment 350,000 0 350,000
County Parks - Pletz Park Improvements 840,000 0 840,000
Krier Center - Fire AlarmUpgrade 400,860 0 400,860
County Parks - Salado Creek Study 150,000 0 150,000
Sheriffs Office - Records Management System 4,500,000 0 4,500,000
Inmate Management System- Handheld Devices 250,000 0 250,000
Sheriff Tactical Equipment 612,750 0 612,750
Digital Video System- COBAN 300,000 0 300,000
Ruggedized Notebooks - CID Desktop Replacement 228,000 0 228,000
ADC Kitchen and Laundry Equipment FY 2014 253,923 0 253,923
Ruggedized Notebooks - Classification 64,932 0 64,932
Sheriff Academy Parking Lot Pavement 196,497 0 196,497
Omnixx Force Web System 152,040 0 152,040
Orion System- Sheriff Department Time and Attendance Software 500,000 0 500,000
B.C.I.T. Bexar Business Continuity 7,061,315 0 7,061,315
PC Replacement 2014 1,410,784 0 1,410,784
Notebook Replacement 2014 595,944 0 595,944
585
Rugged Notebook Replacement 2014 $510,000 $0 $510,000
District Clerk Scanner Upgrades 310,000 0 310,000
Countywide Storage - 2 Petabytes (Tier 3) 1,750,000 0 1,750,000
Countywide Servers - 3 ESX servers 134,862 0 134,862
County Buildings Wireless Infrastructure 2,500,000 0 2,500,000
Countywide RAM - Upgrades 99,185 0 99,185
Countywide Storage - 1 Terabyte (Video) 50,000 0 50,000
J ustice Center Technology Improvements - District Attorney 53,655 0 53,655
FormAutomation 518,000 0 518,000
Digital Signage 150,000 0 150,000
CIJ S Peripherals 1,662,000 0 1,662,000
Radio SystemFY 2014-2016 9,909,600 0 9,909,600
SAS Analytics 100,000 0 100,000
45th District Court Improvements 15,000 0 15,000
Tax Office Equipment and Improvements 166,157 0 166,157
Community Resources Office Door Lock System 30,000 0 30,000
FY 2013-14 Vehicle Replacement 4,453,827 0 4,453,827
MailroomVehicle 35,280 0 35,280
Adult Detention Center Improvements 247,500 0 247,500
BizTalk 150,000 0 150,000

Grand Total

$309,952,668 $115,667,713 $194,284,955

586
- COMPANY: 700
BEXAR COUNTY CAPITAL IMPROVEMENT
FUND

Program Description: The County Buildings Capital Improvement Fund is used to fund improvements
to County buildings as well as major capital equipment and information technology purchases. Examples
of major projects that have been budgeted in this fund include the Historic Double-Height Courtroom,
Personal Computer and Notebook Replacement, and the County Integrated J ustice System. Revenue for
this fund is generated through the sale of Certificates of Obligation, Commercial Paper or other debt
instruments.

During the budget process, Offices and Departments submit capital project requests to the Budget
Department. Each County Office and Department requesting an appropriation of capital funds is
responsible for preparing a project application on a standardized form, which includes a general project
description and justification of its importance or need. With coordination from the Budget Department,
project applications and recommendations are presented to Commissioners Court.

During the capital improvement process, the County determines the most appropriate funding source for
each approved project. The available funding sources include current revenue from the General Fund,
County Road and Bridge Fund, and various debt instruments. The funding source used depends on the
type of project and available funds. In the case of debt financing, the County matches the terms of the
debt to the useful life of equipment or structures.

Program Justification and Analysis: The FY 2013-14 Adopted Budget appropriates a total of
$97,625,911 for the following new projects:

Adult Detention Center Plumbing and Mechanical Systems Replacement $35,775,000
Sheriff's Administration Functional Program $170,000
Countywide Digital Controls Upgrades $775,000
Courtroom Restoration FY 2014 $4,922,000
J ustice Center Improvements Elevator, Tunnel, Restroom and ADA Compliance $3,049,500
Paul Elizondo Tower Court Liaison Officers Space (Adult Probation) $85,000
Federal Reserve Building Child Support Courts $4,435,500
Elections Warehouse Purchasing Space $2,850,000
Forensic Science Center Interior Renovations $2,460,000
Precinct 1 Satellite Office Upgrades $608,000
Mission Road Campus Functional Program $140,000
Bullis Park SAWS Water Extension $200,000
County Parks Playscape Replacements (Rodriquez, Russell, and MacArthur) $785,000
County Parks Fall Zone Material Phase II $350,000
County Parks Sanchez Spencer Field Demolition $100,000
County Parks Padre County Playscape Replacement $208,800
County Parks Portable Stage and Equipment $350,000
County Parks Pletz Park Improvements $840,000
Krier Center Fire Alarm Upgrade $400,860
County Parks Salado Creek Study $150,000
Sheriffs Office Records Management System $4,500,000
Inmate Management System Handheld Devices $250,000
Sheriff Tactical Equipment $612,750
587
Digital Video System COBAN $300,000
Ruggedized Notebooks CID Desktop Replacement $228,000
Adult Detention Center Kitchen and Laundry Equipment FY 2014 $253,923
Ruggedized Notebooks Classification $64,932
Sheriff Academy Parking Lot Pavement $196,497
Omnixx Force Web System $152,040
Orion System Sheriff Department Time and Attendance Software $500,000
BCIT Bexar Business Continuity $7,061,315
PC Replacement 2014 $1,410,784
Notebook Replacement 2014 $595,944
Rugged Notebook Replacement 2014 $510,000
District Clerk Scanner Upgrades $310,000
Countywide Storage 2 Petabytes (Tier 3) $1,750,000
Countywide Servers 3 ESX servers $134,862
County Building Wireless Infrastructure $2,500,000
Countywide RAM Upgrades $99,185
Countywide Storage 1 Terabyte (Video) $50,000
J ustice Center Technology Improvements District Attorney $53,655
Form Automation $518,000
Digital Signage $150,000
CIJ S Peripherals $1,662,000
Radio System FY 2014-2016 $9,909,600
SAS Analytics $100,000
45th District Court Improvements $15,000
Tax Office Improvements $166,157
Community Resources Office Door Lock System $30,000
Vehicle Replacement FY 2014 $4,453,827
Mailroom Vehicle $ 35,280
Adult Detention Center Improvements $247,500
BizTalk $150,000

Completed Projects:
The following is a list of all completed Bexar County projects. The total amount expended can be found
in parentheses next to the project name. In some cases the project was not recommended for completion
or alternative sources of funding were used, therefore, the amount expended is zero.

Southeast Service Center ($306,202)
Forensic Science Space Plan ($299,721)
Gondek Addition Resealing ($100,000)
Courthouse Restoration ($10,354,781)
CHRIS Hardware Upgrade ($90,534)
Gondek Refurbish ($0)
J uvenile J ustice Information System ($3,259,249)
PR/HR Payroll System ($0)
J ustice Center Expansion ($64,919,598)
Fire Suppression ($1,165,986)
County ADA Adaptation ($74,000)
Energy Upgrades to Bond Projects ($7,117,748)
ADC Annex 1:64 Conversion ($244,200)
AP Parking Garage ($16,310,029)
ADC CO2 Purge ($9,287)
Suicide Observation jail bed conversion ($250,000)
Cadena Reeves Roof Replacement ($2,100,000)
Mainframe System for EOC ($462,803)
Land for J ail Campus ($9,294,208)
ADC HVAC Control Replacement ($695,209)
Chilled Water Cooling Towers B&C ($79,597)
ADC Utility Drain Piping Replacement ($758,041)
ADC Water Condenser Replacement ($550,000)
ADC Annex Roof Replacement ($1,347,369)
ADC Annex Solar Hot Water Heater ($125,473)
ADC Mattresses ($30,000)
588
J P/Constable Facility ($5,666,429)
CommuniCare Facility ($100,000)
2003 Road Projects Adjustments ($4,159,497)
CentroMed ($1,000,000)
SAN Upgrade for Technical Support ($301,788)
Ethernet Migration - Vista Verde ($152,227)
Server Purchase for Technical Support ($24,130)
Billing Software ($0)
T-1 Router ($15,101)
J ustice Center Wireless Project ($24,661)
Virtual Server ($30,077)
Ruggedized Notebook Replacement 2009 ($26,859)
PC Replacement 2009 ($1,808,039)
Notebook Replacement 2009 ($635,748)
KOVIS ($85,471)
Courthouse Ethernet Migration ($10,000)
Adult Probation Technology ($159,043)
NetMotion Virtual Network ($182,979)
J P & Pretrial Lync Software ($44,800)
Vehicle Replacement 2009 ($1,931,907)
Constable Police Package Vehicles ($586,578)
District Clerk Imaging ($127,711)
Computer Aided Dispatch ($278,392)
Radio Replacement Law Enforcement ($469,507)
ADC Dryer ($14,800)
Sheriffs-Investigator, Sergeant, Power Shift ($91,058)
Vehicle Replacement - Constable 3 ($35,781)
Parks Vehicle Replacement ($28,740)
Renovate Mental Holding Unit Project ($46,247)
Radio System Enhancement ($102,767)
Damaged Corridor Panel Replacement ($186,425)
ADC Roof Replacement/Ext. Cleaning ($1,306,755)
ADC Kitchen Floor Replacement ($29,253)
Firing Range ($6,200,412)
ADC Officers Dining Room ($488,822)
UPS System - Forensic Science Center ($79,500)
Lakewood Acres Park Vehicles ($0)
ADC Water Heater Loops ($652,634)
Zap Trucks and Storage Project ($86,540)
Pre-Trial Services - Video Conferencing ($24,768)
PC Replacement 2010 ($955,963)
Computer Room A/C Relocation ($8,000)
Delphax Printer Replacement ($250,000)
Commissioners Court Video Upgrade ($240,651)
Forensic Science Center Network Upgrade ($95,754)
Dark Fiber Replacement ($83,943)
Printer Solution Equipment ($0)
Vehicles Dodge Chargers ($658,943)
Imaging Project 2010 ($59,841)
Haven for Hope ($1,000,000)
Toudouze Renovations ($8,904,453)
J ustice Center 4
th
Floor Courts ($21,851,325)
ADC Air Handler Units 2 projects ($32,401,109)
ADC Ethernet Cabling ($367,975)
LAN Management Solution ($70,905)
Network Switches ($277,253)
Upgrade Data Center Switch ($636,577)
Firewall Replacement ($19,818)
ArcGIS Server/Desktop Tools ($88,206)
Expansion of Avaya Meeting Exchange ($10,304)
I.T. Printer Solution ($895,621)
Five Digit Dialing ($18,916)
Avaya Phone Cabinet Replacement ($20,910)
District Clerk Imaging/Scanners ($60,000)
Neopost Mailing System ($232,034)
Purchasing Vehicles ($24,654)
Constable 3 Vehicles ($60,000)
Constable 4 Vehicles ($60,000)
City Base West ($2,500,000)
Infrastructure Building ($139,605)
Radio Replacement 2012 ($2,984,550)
Medical Examiner Equipment ($286,632)
Farm Road Fence ($30,220)
ADC Table Capping ($45,095)
Sheriff's Office - ADA Transport Vans ($76,049)
On-Demand Mapping Project ($80,000)
Communication Room Expansion ($14,636)
Document Management System ($0)
Printer Solution Peripherals ($26,489)
Data Warehouse Solution ($289,687)
Notebook Replacement 2012 ($1,070,628)
BCIT - Video Visitation ($101,303)
Avaya Messaging Voicemail System ($185,948)
Avaya Call Management System ($108,303)
BCIT Cargo Van ($19,840)
Facilities Management Cartegraph System ($193,277)
ADC UPS Replacement ($47,659)
County Imaging Project 2012 ($215,191)
Dell Compellant Storage ($1,221,944)
Haven for Hope ($0)
ADC J ail Electronic/Mechanical Upgrades ($77,700)
Laredo Street Facility Renovations ($50,400)
J ustice Center Corridor New Seating ($125,000)
Fire Suppression - Courthouse Annex ($60,840)
Service Center Perimeter Fence ($50,544)
Paul Elizondo Tower Improvements ($99,604)
589
Pitney Bowes ($290,211)
Sheriff Storage Equipment ($37,059)
IAPRO/Blue Team ($47,600
Countywide Radio Replacement ($1,429,701)
Medical Examiner Equipment ($48,798)
Commissioners Court Emergency Vehicle ($31,996)
Economic Development Improvements ($726,807)
J ustice Center 8th Floor Improvements ($50,000)

The remaining balances for these closed projects will be reallocated into a new Capital Contingency
Budget. A total of $11,194,188 has been established as a Capital Contingencies Budget.

On-going Projects
The following is a list of all active Bexar County Projects.

Nextel FCC Rebanding: Due to many years of interference related issues experienced by Public Safety
users who use frequencies close to Nextels frequency, the FCC formally accepted a plan to solve the
interference problem. This project is 100 percent reimbursable for all of the Countys costs incurred in
Rebanding, but the initial outlay of funds is necessary. Upon reimbursement for this project the refund
will be used to pay debt service. The estimated cost of this project is $75,300.

CHRIS Timekeeping Software: A total of $500,000 is budgeted for the acquisition, configuration,
installation, and implementation of time collection software and hardware. The time collection system
will allow County offices and departments to positively identify and track the clock-in and clock-out
times of County employees, to ensure for better management of the Countys human capital.

Energy Projects CIED In-Kind: Bexar County has identified seven energy conservation projects for
implementation within existing Bexar County facilities. These projects include the Seal Building
envelope at the Bexar County Courthouse, Additional Door Entry at South End of County Courthouse,
Lighting Retrofit for County Courthouse, Energy Management System Upgrade at the County
Courthouse, Energy Management System Upgrade at Vista Verde, Energy Management System Upgrade
at the Adult Detention Center, and Energy Management System Upgrade at the J ustice Center. The total
cost of these projects is approximately $1.6 million. The $448,209 will be utilized to complete projects
not funded through the grant.

County Justice Information System: The new justice information system will replace an outdated
legacy system that has been in service for approximately 30 years. It will allow users to instantly update
and exchange information. The new system will have the flexibility to adapt to the changing needs of the
County. During FY 2008-09 the cost of this project increased from $18,000,000 to $23,450,000. This
amount includes the cost for the Central Magistration component and the Master Name Index component.
Additional funding in the amount of $150,000 was provided in FY 2010-11 for the purchase of two SAS
Servers. The total estimated cost of this portion of the project is $23,600,000.

227 Flores Parking Facility: This project consists of a 500-space parking garage adjacent to the existing
Flores parking garage. The FY 2010-11 Budget included additional funding for the build-out of the first
floor with office space and a photovoltaic system. The total estimated cost of the project is $15,170,377.

Financial Management System: A new financial management system has been implemented to meet the
Countys growing needs specifically in the areas of financial accounting, purchasing and budgeting. It
enables County users to have access to better management information through reports and queries
regarding requisitions, financial cost and accounting information, and the impact on annual budget
appropriations. The FY 2010-11 Adopted Budget included an additional $888,841 for implementation of
the financial management system. The total estimated cost of this project is $7,188,841.

590
Cashiering System: This project provides software upgrades and integration of the cashiering system,
which will aid the auditors office by providing more flexibility to analyze collections countywide in
several departments. The estimated cost of this project is $1,000,000.

Courthouse Restoration: This project is a continuation of the Courthouse Restoration and Renovation
Project. Additional funding in the amount of $750,000 during FY 2011-12 was allocated to fund the Pre-
Design phase of the double-height courtroom in the Courthouse. The estimated cost of this project is

Juvenile Justice Academy: This project provides for a contribution to the J uvenile Probation
Department for infrastructure and equipment related to the Bexar County J uvenile J ustice Academy. The
total estimated cost of this project is $1,501,637.

CHRIS Online Open Enrollment: This project, created in FY 2010-11, will provide for the
implementation of online open enrollment for all County employees. Online Open Enrollment will help
reduce administrative costs surrounding the Countys annual open enrollment effort by reducing time
spent on manual data entry and eliminate the need for paper forms. This project will also enhance
communication between Human Resources and County employees via the Employee Self Service
System. The total estimated cost of this project is $250,000.

Energy Conservation Equipment: This project provides funding for equipment associated with energy
conservation initiatives that are to be further defined by Bexar County. Initiatives that move the County
towards carbon neutrality, such as substituting travel with video conferencing or the purchase and
installation of devices and equipment that reduces Bexar Countys greenhouse gas emissions will be
included. Another possible use of the project fund is to build a closed-loop system utilizing solar panels to
power an electrolyzer which makes hydrogen that is stored in a pressurized tank that powers a fuel cell to
provide clean electrical power. The heat generated during the fuel cell process may also be used for
heating. The estimated project cost is approximately $500,263.

Central Magistration Build Out Project: With the anticipated assumption of the Central Magistration
Facility by Bexar County, the site will require upgrades and renovations to accommodate the needs of the
building. Additional funding in the amount of $3,050,000 was provided in FY 2008-09 for a new Central
Magistration Facility on Comal Street for the Pre-Design Phase ($850,000) and Design Phase
($2,200,000). The estimated cost of this project is approximately $4,813,860.

Heat Recovery System ADC Laundry: This project provides funding for the replacement of the main
jail laundry heat recovery and lint trap system. The completion of this project will result in heat recovery
and lint trap recovery at full capacity, while improving energy efficiency and reducing energy
consumption. The estimated cost of this project is $375,105.

Countywide Roofing Project: This project provides funding to repair the roofs on three Bexar County
Buildings. The Main Adult Detention Center, Courthouse Annex, and new weather protection (caulking)
for the Main Adult Detention Center. This estimated cost of this project is $1,548,769.

Rodriguez Park Improvement: This project provides funding for the provision of playground
equipment and perimeter fencing. This project replaced outdated playground equipment with equipment
that meets ADA, Federal, and local guide lines for safety and security. The replacement of the perimeter
fence is to ensure security of the park after hours, as well as the renovation of restrooms. The total
estimated cost for this project is $75,634.

591
Water Service Bullis: Bullis County Park is provided water via a well system. This project will resolve
numerous problems associated with water purity, which will avoid further violations with the governing
body Texas Birds Records Committee. The estimated cost of this project is $82,193.

Sidewalk and Barbed Wire Enhancement and Replacement Project: The existing fence is beyond
repair and requires replacement to maintain current park boundaries. With the installation of the dome
posts, the park will be secured and aesthetically pleasing. This project will also include the construction of
a sidewalk between the park and the Elementary school located across the street. The estimated cost for
this project is $131,289.

Replace Generators and Add Emergency Electrical Circuits-Courthouse: This project will provide
emergency electrical generation capabilities at the Courthouse and will add emergency electrical outlets.
The Courthouse has an undersized generator. The estimated cost for this project is $420,000.

Replace/Renovate/Stripe Parking Lots-Vista Verde, Juvenile Detention, and Krier: This project is to
renovate and re-strip the asphalt parking lot at the Vista Verde, J uvenile Detention Center, and Cyndi
Taylor Krier facilities. This project will remove existing asphalt and replace it with a new base, asphalt,
and striping at Vista Verde. For the other areas, the project will repair, seal, and re-stripe the parking lots.
The estimated cost for this project is $282,870.

Modifications/Upgrade to Electrical Power Supply-ADC Admin: This project includes an evaluation
of the availability of electrical supply capacity serving the first floor of the Adult Detention Center,
Administration and Office area. The estimated project cost is $290,070.

Camp Bullis Easement: The purpose of this project is to study the easements of Camp Bullis for the
Habitat Conservation Plan. Habitat Conservation Plans (HCPs), also known as Regional Habitat
Conservation Plans (RHCPs), can be designed to cover one or more endangered species for portions of
the county, entire counties, or multiple counties. The estimated cost for this project is $1,000,000.

CHRIS Project: This project is for the purchase of e-Recruitment software, and consulting services
associated with the project upgrade. The estimated cost for this project is $250,000.

Automated Fingerprint Identification System (AFIS): This project enhances and speeds up the
identification of individuals processed and placed in custody at the Adult Detention Center, Central
Magistration and Courthouse Booking Station. This project provides the capability to aid in the
identification of offenders at crime scenes. This total estimate project cost is $400,000.

Reconciling Software for District Clerk, County Clerk, and Management and Finance Department:
The purpose of this software system is to reconcile the book balance for the Trust Accounts to the bank
balance. This system will enable the County Clerk and the Auditor to account for all transactions related
to the Trust Accounts. This system may be integrated within the new financial system in the future. The

Breath Test Support Program: The current contract for breath testing requires that Bexar County
maintain all equipment for these services. As a result of a mandate requiring all equipment to be a
particular grade/model or newer, the vendor purchase replacement equipment during the FY 2008-09
fiscal year in order to have all upgrades completed by the required deadline. The estimated cost for this
project is $92,642.

592
Video Teleconferencing (3 floors) for Criminal District Courts: The Criminal District Courts have
requested three video teleconferencing systems. These systems will be portable units located on each of
the three J ustice Center floors where Criminal District Courts preside. This equipment is being purchased
as a pilot program to determine the level of need that the Criminal District Courts have for these systems.
The estimated cost for this project is $187,491.

Washer and Dryer Set for Juvenile Detention: This item provides funding to replace units that are
beyond repair at the J uvenile Detention Center. The estimated cost for this project is $15,000.

Livescan Unit for Juvenile Probation: This item provides funding to replace a unit that is beyond repair
at the J uvenile Probation Intake Section. The estimated cost for this project is $60,000.

Pre-trial Services Intake Station: This project provides for the construction of an intake station at the
Central Magistration Facility to provide better efficiency and security when employees interview
defendants. The total estimated cost of this project is $20,000.

Juvenile Courts A/C Chiller: This project was created during FY 2010-11 for the replacement of an air
conditioning chiller for the J uvenile Tejeda Courts Facility. The total estimated cost of this project is
$136,662.

Re-Entry Facility: This project is intended to reduce jail population, as well as pro-actively address J ail
Commission Requirements. The estimated cost for this project is approximately $1,500,000.

Forensic Science Center Equipment and Facility Repair Project: The FY 2009-10 County Buildings
Capital Improvement Fund's adopted budget included funding in the amount of $500,000 to correct
condensation and leaking problems in Room 241 of the Forensic Science Center Building, expansion of
the decomposition autopsy space, and other repairs to the Forensic Science Center. The total estimated
cost of this project is $500,000.

Courthouse Exterior Restoration and Double-Height Project: This project provided for the restoration
and historic rehabilitation of the double-height 1892 County Court in the Bexar County Courthouse and
Presiding Courtroom Renovations. The renovations to the Presiding Court are near completion and the
double-height courtroom will now be a combined project with the Gondeck Demolition, described later in
this narrative. Expenditures from this project will now only include Presiding Court Renovations until
completion. The original total project budget is $6,350,000.

FY 2010-11 Vehicle Replacement: The FY 2010-11 Adopted Budget appropriated funding for the
replacement of 96 vehicles. The total estimated cost is $2,580,283.

Enterprise Data Center Power Upgrade: This project will upgrade the power in the Enterprise Data
Center in order to meet existing demands and provide for future demands. This upgrade is based on a
Power Infrastructure Upgrade Assessment done by Cleary Zimmerman Engineers. The estimated cost of

Replacement of iVotronic Batteries: This project funds the replacement of approximately 2,400
batteries for the iVotronic Machines that are used during elections. The total estimated cost will be
$244,038.

593
Dialysis Machines for Adult Detention Center: This project will provide for the purchase of the
Dialysis Machines for use at the Adult Detention Center Infirmary. This will allow inmates to be treated
at the Adult Detention Center instead of being transported to a hospital. The total estimated cost for this

Repair Inmate Recreation Flooring-ADC: This project will repair the flooring in 33 inmate
exercise/recreation areas at the Adult Detention Center. These floors have met life expectancy and are
now failing. The total estimated cost of this project is $990,000.

Septic System Upgrade at Raymond Russell Park: This project will install a septic tank system at
Raymond Russell Park that will meet all local and state environmental codes. This improvement is
included in the Bexar County Parks and Open Space Master Plan. The total estimated cost of this project
is $10,000.

Parking Lot and Road Overlay at County Parks: This project provides for the re-asphalting and re-
striping of the parking lots and roads at Raymond Russell County Park, Rodriguez County Park,
Comanche County Park, and parts of Mission County Parks I, II, and Padre Park. The total estimated cost
of this project is $1,200,000.

Redevelopment of Mission County Park: Initially established in 1949, and renovated in 1980, Mission
County Park is in constant use by large groups and daily use by families and individuals; this has resulted
in facilities that are in need of total renewal. This project will upgrade all park restroom facilities and
playscapes, relocation of the Parks Maintenance shops and parking areas, as well as burial of overhead
utility lines, and the removal of sports courts and ball fields, which will supplanted by other nearby venue
projects. This project will be done in conjunction with two Texas Parks and Wildlife Reimbursement
Grants. The total estimated cost of this project is $5,400,000.

FY 2011-12 Vehicle Replacement: The FY 2011-12 Budget appropriated funding for the replacement of
81 vehicles. The total estimated cost of this project is $2,344,565.

Forensic Science Center Lighting Replacement: This project will replace light fixtures at the Forensic
Science Center required due to the 2009 Department of Energy regulations that phase out T12 lamps. The
total estimated cost of the project is $215,208.

Criminal Laboratory Equipment: This project provides for the purchase of scanning electron
microscopes, gas chromatograph/mass selective detectors, and other lab equipment. The existing
equipment is more than 15 years old and is used in the daily analysis of the Criminal Laboratory. The
total estimated cost of this project is $368,836.

Federal Reserve Facility: This project provides for the purchase of the Federal Reserve Facility located
south of the Bexar County Courthouse. The total estimated cost of this project is $10,000,000.

Alameda Theater Renovations: This project provides for the design and construction of renovations
planned for the Alameda Theatre. The total estimated cost of this project is $2,500,000.

Bexar County Law Enforcement Substations: This project provides for a needs assessment and
preliminary design of law enforcement substations in Bexar County. The goal of the project is to
determine the best location and design of substations to provide the most efficient and effective law
enforcement services to Bexar County citizens. The total estimated cost of this project is $1,500,000.

594
Juvenile Facilities Energy Reduction: This project will retrofit existing inefficient lighting, heating and
air-conditioning and control systems at the J uvenile Detention Center, Tejeda Courts, and Krier
Treatment Center. The County will seek rebates from CPS Energy in the estimated amount of $500,000.

WOW
TM
Energy Monitoring System Phase II: This project is an expansion of the existing WOW
system, which is a web-based sustainability management and information system that provides real-time
energy usage data to employees and the citizens of Bexar County. The system provides a dashboard of the
various projects and initiatives the County has implemented over the years, such as the solar energy,
water conservation, and recycling programs. The total estimated cost of this project is $250,000.

Child Support Courtroom Renovations: This project will create two new child support courtrooms, and
provide offices for the two County J udges, support staff, and office space for Attorney General staff. In
FY 2011-12, a total of $500,000 was allocated for architectural and design components of the project. The
FY 2013-14 Adopted Budget appropriates the remaining costs to complete the project.

Childrens Court Technology Ugrades: This project includes the design and construction of
technological upgrades for the Childrens court. The total estimated cost of this project is $190,000.

Justice Center 4
th
Floor Buildout FF&E: This project provides for the purchase of all furniture,
fixtures, and equipment related to the Cadena Reeves Expansion project. The total estimated cost of this

Restroom Renovations at Comanche and Raymond Russell: This project will renovate and construct
restroom facilities at Comanche and Raymond Russell parks. The restroom facilities require new
partitions and ADA compliance renovations. The total estimated cost of the project is $103,500.

County Park Signage: This project will consist of the design, fabrication, and installation of new
countywide park signage. The total estimated cost of this project is $275,000.

County Park Alarm Monitoring Systems: The project will provide for the implementation of alarm
monitoring systems to prevent damage and theft in County parks. The total estimated cost of this project
is $80,000.

County Park Mechanical Equipment: This project will provide for the purchase of the following
equipment for County Parks: one genie lift, two diesel mowers, one gooseneck trailer, one crew-cab
diesel truck, and one skid steer. The total estimated cost of this equipment purchase is $128,408.

Adult Detention Center Pipe Replacement Phase I: This project will provide for engineering services
and repairs associated with all systemic piping failures in the Adult Detention Center. This project will
begin replacing domestic water piping that is deteriorating. The total estimated cost of this project is
$550,000. The FY 2013-14 Adopted Budget appropriates the remaining costs to complete the project.

Adult Detention Center Communications Room A/C System: This project will replace the air-
conditioning unit in the Adult Detention Center Communications Room. The current unit is in need of
replacement and the equipment housed in this room is mission critical to the 24/7 operations of the jail.
The total estimated cost of this project is $123,000.

595
Adult Detention Center Door Slot and Bunk Storage Renovations: This project provides for the
installation of secure food slots in inmate cell doors in the Adult Detention Center Main J ail and Annex.
These slots are used to distribute food, medications or belongings to inmates. This also includes the
replacement of bunk storage containers provided for inmates in their cells. The total estimated cost of this

Adult Detention Center Cell Renovations: This project provides for the renovations of cells that house
inmates under suicide watch. The renovations will include the removal and replacement of standard cell
equipment such as light fixtures, plumbing and furniture. The project is in response to a recommendation
made by the National Center on Institutions and Alternatives pertaining to suicide resistant cells. The total

Adult Detention Center Booking Break Room: This project provides for the installation of a fire
rated ceiling in the booking operations break room in the Adult Detention Center. The project is in
response to a recommendation by the Fire Marshals Office during the annual inspection. The total

Adult Detention Center Washing Machine: This project provides for the purchase of an industrial
size washing machine for the Adult Detention Center. The total estimated cost of this project is $38,923.

Sheriffs Office E-Citation and Rocket Modem Technology: This project provides for the purchase
of 150 e-citation devices and 75 rocket modem units. The E-Citation devices are used to efficiently
process data input by deputies and the rocket modem units allow for increased performance and
availability of wireless communications. The total estimated cost of this project is $696,750.

Sheriffs Office Deputy Body Armor: This project provides for the replacement of 100 units of body
armor for Sheriff Deputies. The total estimated cost of this project is $80,000.

BCIT Server Cabinet Reconfiguration and Fiber Upgrade: This project will relocate all current
servers to minimize overheating and maximize cooling. This will prolong the life of the servers and
reduce the risk of potential failures. The fiber upgrade will provide increased bandwidth from the servers
to the network and allow applications to perform at their optimal level. The total estimated cost of this

BCIT Interactive Voice Response (IVR) Solution: This project provides for the implementation of
interactive voice response technology in County offices and departments. The system will provide
specifically tailored information to callers such as directions, hours of operation, court dates, etc. The

BCIT Session Manager (Session Initiation Protocol): This project allows for communication with
multiple and different Session Initiation Protocol entities and normalizes those communications to the
infrastructure. The total estimated cost of this project is $26,998.

CHRIS - Time Collection System: This project will provide the software, hardware, infrastructure, and
implementation services to implement a countywide time collection system to interface with the Countys
existing SAP Human Resources system. This implementation will use existing staff and consulting
services to accomplish its goal. The total estimated cost of this project is $550,000.

CHRIS Hardware Refresh: The project provides for the replacement of CHRIS hardware to include
servers, SANs, switches, etc. The purchase will also include 5 years of hardware support. The total
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Global 360: This project will provide J udges and support staff access to imaged court case files. This will
reduce the need for hard-copy paper printing or copying. The total estimated cost of this project is
$50,000.

Bexar County Integrated Justice System: The following components are to be implemented as a part of
the County Integrated J ustice System: E-Discovery System ($600,000), District Attorney Case
Management System ($8,000,000), J ail Management System ($7,000,000), J ury Management System
($800,000), J uvenile Case Management System ($2,000,000), and CIJ S Storage ($67,019). The total cost
of these components is $18,467,019.

Sheriff Position Capital Equipment: This project provides for the purchase of radios and vehicles. The
total estimated cost of this equipment is $183,000.

Elections Facility Property Acquisition: This project provides for the purchase of the property located
at 1103 South Frio Street. The intent is for the facility to be used as an Elections facility for staff and
warehouse for their equipment. The total cost of this project is $1,700,000.

Inventory Equipment: This project provides for the purchase of barcode scanning equipment for County
employees to perform inventory asset management. The total cost of this project is $34,086.

Sheriff Academy Relocation: This project provides for the relocation of the Sheriffs Training Academy
from the Guerra School to the Bexar County Firing Range. The total cost of this project is $445,950.

Forensic Science Center Improvements: This project provides funding for major renovations at the
Forensic Science Center. This includes renovating office space and laboratory work areas for both the
Medical Examiners Office and Criminal Laboratory. The total estimated cost of the project is
$3,500,000.

Courthouse Basement Courts: During FY 2011-12, a project was funded to renovate space in the
Courthouse basement for specialty court suites. After reprogramming space and relocating judges, this
project will now involve renovating two courtroom suites for County Courts 3 & 10. A total of $500,000
was budgeted during FY 2011-12 for architectural and design components. The total estimated cost of
the project is $4,200,000.

Courthouse Personnel Relocation: Due to the renovation of the Double-Height Courtroom and
Gondeck demolition, the relocation of staff in the courthouse is necessary. The Staff Attorney, Civil
District Court Administration and Domestic Relations Offices will be relocated to their planned locations
on the 1
st
floor. The total estimated cost of this project is $750,000.

Courthouse Exterior Restoration Gondeck Removal and Double-Height Courtroom: This project
provides for the exterior restoration of the Courthouse (Gondeck Removal) and construction of the new
Double-Height Courtroom. This includes a series of smaller projects, including improvements on Main
Street, construction of new prisoner ramps and holding cells, and technology enhancements for the new
courtroom. During FY 2011-12, a total of $959,000 was funded for architectural services. The total

Courthouse History Center: During FY 2011-12, this project was initially created for the construction
of a history center, book store, and Spanish archives. A total of $500,000 was appropriated for
architectural and preliminary design. The project now only provides for the construction of a Bexar
County History Center for displaying exhibits and artifacts. The total estimated cost of this project is
$2,000,000.
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Justice Center 5th Floor Renovations: This project provides for architectural and preliminary design
related to 5
th
floor improvements at the Cadena Reeves J ustice Center. The total estimated cost of this

Downtown Central Control Improvements: This project will provide programming of current Court
Security operations at Central Control and the design of an improved layout and operations system. This
will include architectural, technological enhancements, and the related construction. The total estimated

Justice Center Courtroom Suites Renovations: This project provides for renovations to the courtrooms
that were not recently constructed in the Cadena Reeves J ustice Center. A total of 16 courtrooms require
improvements. This project provides for 4 of the courtrooms to receive renovations during FY 2012-13.
The plan will be to phase in courtroom renovations until all 16 have been completed. The total estimated
cost for the four courtroom renovations is $762,500. The FY 2013-14 Budget appropriates an additional
$2,287,500 to complete the project. These funds were already forecasted and the debt has been issued.

Records Storage Facility Improvements: This project provides for the installation of a new roof at the
78,000 sq. ft. facility. This will also include the construction of a new ADA compliant entrance. The total
estimated cost of this project $1,150,000.

South Flores Parking Garage Improvements: This project provides for the replacement of public
elevators at the South Flores Parking Garage. The project also includes exterior improvements such as
signage, and resealing/recladding the surfaces. The total estimated cost is $1,000,000.

Video Visitation ADC South Annex Facility: This project, initially created during FY 2011-12,
includes the programming, design, and construction of a video visitation system that will interface visitors
with inmates at the Adult Detention Center and Adult Detention Center Annex. The implementation of
this project should alleviate security and infrastructure issues currently experienced at the jail. The
original project estimate was $3,675,060; however, after preliminary design an additional $2,000,000 is
required, for a new total estimated project cost of $5,675,060.

Vista Verde Plaza Improvements: This project provides for the replacement of two air-conditioning
chillers, relocation of a generator, and the conversion to digital control at Vista Verde. The total estimated
cost is $400,000.

Bullis County Park Enhancements: The project provides for the preliminary design and programming
of revenue generating enhancements to Bullis County Park. The total estimated cost of this project is
$150,000.

Courthouse Annex Improvements: This project provides for the replacement of two elevator cabs at the
Courthouse Annex. The total estimated cost of this project is $675,000.

BCIT - zServer Tape Upgrade: This project was created to upgrade the existing tape management
system. The upgrade will deliver increased application productivity and data availability. A total of
$530,000 was allocated during FY 2011-12. The FY 2012-13 Budget provided an additional $1,100,000
for components related to the overall Z-Server Upgrade. The total estimated cost of this project is
$1,630,000.

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Print Shop Equipment: This project provides for the purchase a new color printer used for large-scale
print jobs. The existing color printer is not capable of maintaining the high volume requests from County
offices and departments. The total estimated cost of this project is $289,722.

WebCRD System: This project provides for the purchase of a web-based production management
system. This will automate job submissions to the print shop allowing for more efficient processes for the
customer and users. The total estimated cost of this project is $92,494.

County Facilities Fiber Upgrade: This project provides for the upgrade of fiber network for various
Bexar County Facilities. The total estimated cost of this project is $4,610,000.

PC Replacement 2013: The PC Replacement Program is approved annually through the budget process.
In FY 2012-13 approximately 1,232 desktop computers and 9 workstations are to be replaced at a cost of

Notebook Replacement 2013: The Notebook Replacement Program is approved annually through the
budget process. In FY 2012-13 approximately 79 notebooks, 18 ATGs, 3 XT tablets, 1 mobile are to be
replaced at a cost of approximately $487,221.

Courtroom Technology: This project provides for the purchase and installation of standard courtroom
technology including microphones, monitors, switches, video conferencing equipment, and camera
control systems. The total estimated cost of this project is $171,875.

Forefront Identity Manager Enhancements: This project will provide for the automation of
provisioning/de-provisioning of accounts in Active Directory, to provide a directory for authentication for
RACF and SAP ESS, and to provide self-service password reset functionality for accounts in Active
Directory. The total estimated cost of this project is $75,000.

Telecom Management System: This project provides for the purchase of an application system that will
manage the inventory, receiving, billing, auditing, and reconciling all communications equipment and
services. The total estimated cost of this project is $65,000.

Automated License Plate Recognition System: This project provides for the purchase and installation
of one automated license plate recognition system. The total estimated cost for this project is $96,000.

Court Kiosks System: This project provides for the purchase of a kiosk system to allow self-service
capabilities in the courts system. This project allows for the purchase of one system as a pilot program.

Medical Examiner F.A.S. System: This project allows for the Medical Examiner to migrate from an
aged software platform to a new evidence and report management system. The total estimated cost of the

Electronic Attorney Voucher System: This project provides for an electronic system for court appointed
attorneys to submit their payment vouchers. The total estimated cost of this project is $100,000.

Automated Fingerprint Identification System Enhancements: This project provides for upgrades and
hardware replacement for the existing system. These enhancements will expand the existing database and
replace critical hardware (servers, workstations, FastID, and MobileID). The total estimated cost of the

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Datalux Tracer Processor Upgrades: This project provides for processor upgrades for 174 Datalux
Tracer units. The new hardware will allow for better reliability of computer performance. The estimated

Adult Detention Center Kitchen Equipment: This project provides for the purchase of commercial
grade kitchen equipment for the Bexar County Adult Detention Center. The total estimated cost of the

Adult Detention Center Laundry Equipment: This project provides for the replacement of four
industrial size washing machines located at the Main J ail and Annex. The total estimated cost of the

Dell Tablet Implementation: This project provides for the purchase of Dell Tablets for use by law
enforcement personnel undergoing training. Deputies will be able to use digital copies of course materials
instead of carrying large paper-filled binders. The total estimated cost of this project is $165,000.

FY 2012-13 Vehicle Replacement: The FY 2012-13 Budget appropriates funding for the replacement of
75 vehicles. The total estimated cost of this project is $2,402,720.

Haven for Hope Facility Improvements: This project provides for improvements to the Haven for Hope
facilities. The total estimated cost of this project is $1,516,000.

St. Vincent de Paul Kitchen Equipment: This project provides for commercial kitchen equipment and
improvements. The total estimated cost of this project is $1,000,000.

Hot Wells Interpretive Center and Public Park: This project redevelops the ruins at the site of the
Historic Hot Wells Hotel and Bath House. The area will be re-purposed as a public park and historic site
on the river trail of the Mission Reach of the San Antonio River. The total estimated cost of this project is
$2,706,000.

World Heritage Site: This project funds consulting and contract services related to the designation of the
San Antonio Missions as a World Heritage Site. The total estimated cost of this project is $143,060.

Land Acquisition ADC South Annex Phase II: This project provides for the purchase of the property
located at 1126 W. Commerce, previously the site of the J ail House Caf. The total estimated cost of the
purchase is $2,630,000.

Land Acquisition ADC South Annex Phase III: This project provides for the purchase of the property
located at 1114 W. Commerce, previously the site of the King Koil Warehouse. The total estimated cost
of the purchase is $2,505,000.

Land Acquisition Pleasanton Road: This project provides for the purchase of vacant property located
adjacent to the new Constable, J ustice of the Peace and Tax Office Precinct 1 Office. The total estimated
cost of the purchase is $200,000.

County Facilities A.D.A.: This project provides for an assessment of all County owned facilities and
parks and their standing with the current ADA and TAS standards and produce a plan for compliance.

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Adult Detention Center Maintenance Shop Renovations: This project provides for improvements to
the Facilities Maintenance shop located at the Adult Detention Center. The total estimated cost of this

Elections Facility: This funding provides for the construction of a new Elections Facility located at 1103
S. Frio, previously the site of the St. Vincent de Paul Warehouse. A contribution from the Help American
Vote Act (HAVA) Fund, for an amount not to exceed $1.5 million, is available to reduce the overall cost
of this project. The total estimated cost of this project is $5,226,112.

County Parks Improvements Fall Zone: This funding provides for the installation of fall zone
material at County Parks. The total estimated cost of this project is $275,000.

Fleet Maintenance and Motor Pool Assessment: This project provides for a needs assessment of the
future and current needs of the Fleet Maintenance department, including the feasibility of establishing a
motor pool function. The total estimated cost of this project is $100,000.

Out of Cycle Projects - FY 2012-13

Paul Elizondo Tower Improvements: This project provided for minor security and safety upgrades
within the new Paul Elizondo Tower. This also included signage and minor improvements to flooring and
painting throughout the facility. The project was completed for $99,604. (Completed)

Fire Suppression - Courthouse Annex: This project was established to recharge the fire suppression
systems at the Courthouse Annex. During FY 2012-13, smoke from the Enterprise Data Center caused the
fire suppression systems to activate. The project was completed for $60,840. (Completed)

Service Center Perimeter Fence: This project provided for the construction of an electronic perimeter
fence located at the Public Works - Southton Service Center. The fence was required for 24-hour security
entry by Sheriff Deputies using the fuel pumps at the service station. The project was completed for
$50,544. (Completed)

Justice Center 8th Floor Improvements: This project funds improvements to the 8
th
Floor of the Paul
Elizondo Tower to accommodate office space for Senator Leticia Van de Putte and support staff. The
Senator and Bexar County entered into an agreement to have rental expenses cover the construction costs
and all other associated costs. The project was completed for $50,000. (Completed)

BiblioTech Center: This project funds the design and construction of the Bibliotech Center located at the
Precinct 1 Satellite Office off Pleasanton Road. The facility will be the first of its kind allowing citizens
to check out e-books using digital devices. The center is scheduled to open September 2013. The total

Credit Card Implementation: This project provides for the implementation of credit card devices at
various county locations. The total estimated cost of this project is $74,500.

Sheriffs Evidence Storage: The Sheriff's Office stored blood sample evidence at the Medical
Examiner's Office. Since the new agreement for blood collection was established the ME's Office no
longer will be storing the items. Instead once the vendor is done with their analysis, they will send the
evidence to the Sheriff's Office which requires refrigeration. This transfer provides for the purchase of a
refrigeration unit to be located at the Sheriff's Evidence Storage Warehouse at the Comal Parking Garage.

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Jail Conveyor System: This project will centralize the inmate clothing storage system at the Main J ail.
The project will expedite inmate intakes and releases and eliminate the need to transfer property to and
from the Annex. The total estimated cost of this project is $21,900.

County Clerk Relocation: This project relocates the County Clerks offices from the Historic
Courthouse to the Paul Elizondo Tower. The relocation is necessary to allow modifications of the existing
HVAC system and for the construction of a new stairway. Multi-level HVAC modifications are required
as part of the larger project Double Height Courtroom renovations. The total estimated cost of this project
is $389,275.

New Projects FY 2013-14

Adult Detention Center Plumbing and Mechanical Systems Replacement: This project provides for
the replacement of critical building systems including doors, cameras, mechanical, plumbing, and
electrical systems at the Adult Detention Center Main J ail and Annex. The project will also address the
long term plans and renovations requirements for Master Control. The total estimated cost of this project
is $35,775,000.

Sheriff's Administration Functional Program: This will identify the current and future needs of the
Sheriffs Administration, possible operational and facility efficiencies, and quantify the space required for
possible relocation. The total estimated cost of this project is $170,000.

Countywide Digital Controls Upgrades: This project will replace current old and inefficient HVAC
control systems in County facilities. The total estimated cost of this project is $775,000.

Courtroom Restoration FY 2014: This project restores two Historic Courtrooms located in the Bexar
County Courthouse. The Courtrooms, known as rooms 2-6 and 2-7, will be restored following the 5-Year
Courthouse and J ustice Center Restoration Master Plan. The total estimated cost of this project is
$4,922,000.

Justice Center Improvements: This project provides for the renovation of the 4 public elevators in the
Cadena Reeves J ustice Center, modifications to the tunnel ceiling, and improvements to the restrooms to
meet new ADA requirements. The total estimated cost of this project is $3,049,500.

Paul Elizondo Tower Court Liaison Officers Space Adult Probation: This project provides office
space in the Paul Elizondo Tower for court liaison officers to work and use their laptops. The total

Federal Reserve Building Child Support Courts: This project provides for the construction of two
Child Support Courts on the second floor of the former Federal Reserve Building. The project will
accommodate staff from the State Attorney Generals Office, Child Support Probation Staff, two new
courtrooms, J udges chambers, support staff, and waiting/conferring areas. The total estimated cost of this

Elections Warehouse Purchasing Space: This provides for the construction of office space and storage
for the Purchasing Department at the Elections Warehouse Facility. The total estimated cost of this

Forensic Science Center Interior Renovations: This project provides for the expansion of the coolers
and autopsy areas for the Medical Examiner at the Forensic Science Center. The renovations also include
improvements to the evidence drop off and collection areas. These renovations, along with the previously
funded mechanical and building upgrades will extend the useful life of this facility at least 10 years. The
total estimated cost of this project is $2,460,000.
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Precinct 1 Satellite Office Upgrades: This project provides for upgrades to the HVAC controls, access
card system and exterior improvements to properly secure the ground mounted RTUs. This will also
include the purchase and installation of an emergency generator for the facility. The total estimated cost
of these improvements is $585,000. This project also provides for the construction of a corridor which
connects the existing Tax Office and J ustice of the Peace/Constable areas. The total estimated cost for this
corridor is $23,000. The combined project total is $608,000.

Mission Road Campus Functional Program: This project will evaluate and assess the existing
courtrooms and their functions. The study will also address campus wide parking issues/utilization and
long range planning. The total estimated cost of this project is $140,000.

Bullis Park SAWS Water Extension: This project provides for the connection of SAWS domestic water
service at Bullis County Park. The total estimated cost of this project is $200,000.

County Parks - Playscape Replacements: This project provides for the replacement of playscapes at
Rodriquez, Russell, and MacArthur County Parks. The total estimated cost of this project is $785,000.

County Parks - Fall Zone Material Phase II: This project provides for fall zone material to be installed
at 16 playgrounds throughout Bexar County Parks. The total estimated cost of this project is $350,000.

County Parks Sanchez-Spencer Field Demolition: This project provides for the demolition of Sanchez-
Spencer Field. The total estimated cost of this project is $100,000.

County Parks Padre County Playscape: This project provides for the installation of a new playground
system at Padre County Park. The total estimated cost of this project is $208,800.

County Parks Portable Stage and Equipment: This project provides for the purchase of sound
equipment and a mobile stage unit for use at County Parks. The total estimated cost of this project is
$350,000.

County Parks Pletz Park Improvements: This project provides facility upgrades, site stabilization, and
road and bridge structural fortification at Pletz Park. The total estimated cost of this project is $840,000.

Krier Center Fire Alarm Upgrade: This project provides upgrades to the fire alarm system at the
J uvenile Krier Center. The total estimated cost of this project is $400,860.

County Parks Salado Creek: This project will evaluate a 200-acre site in the Salado Creek area for use
as a future county park. The total estimated cost of this project is $150,000.

Sheriffs Office Records Management System: This project provides for the purchase and
implementation of an enterprise-wide system allowing for storage, retrieval, retention, manipulation,
archiving, and viewing of information, records, documents, or files pertaining to law enforcement
operations. The total estimated cost of this project is $4,500,000.

Inmate Management System Handheld Devices: This project provides for the purchase and
implementation of hand-held devices to manage mandated inmate observation checks at the Adult
Detention Center. The total estimated cost of this project is $250,000.

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Sheriff Tactical Equipment: The following list of items is included within the scope of this project. The
total combined cost is $612,750.
Stab Resistant Vests: This project provides for the purchase of 500 stab-resistant vests for
deputies at the Adult Detention Center. The total estimated cost for this equipment is $200,000.
Tasers Patrol and SWAT: This project provides for the purchase of 68 Taser units for the
Sheriffs Patrol and SWAT Divisions. The total estimated cost for this equipment is $102,000.
Tasers Warrants: This project provides for the purchase of 45 Taser units for the Sheriffs
Warrants Division. The total estimated cost for this equipment is $37,620.
Body Armor Level IIIa: This project provides for the purchase of 100 body armor units for the
Sheriffs Patrol Division. The total estimated cost for this equipment is $90,000.
Ballistic Shields Warrants: This project provides for the purchase of 6 Protech Ballistic Shield
units for the Sheriffs Warrants Division. The total estimated cost for this equipment is $14,130.
Shotguns and Vests Patrol: This project provides for the purchase of 50 shotguns and 50
External Carrier Threat Level IV Tactical Vests for the Sheriffs Patrol and SWAT Divisions.
The total estimated cost for this equipment is $169,000.

Digital Video System COBAN: This project provides for the purchase of digital video cameras for the
Sheriffs Office. This includes 50 car units, 3 motorcycle units, 1 interview room unit, and 40 body units.

Ruggedized Notebooks CID Desktop Replacement: This project provides for the purchase of 47
desktop replacements with Panasonic Toughbooks for the Sheriffs Criminal Investigations Division. The

ADC Kitchen and Laundry Equipment FY 2014: The following list of items is included within the
scope of this project. The total combined cost is $253,923.
Gas Convection Ovens: This project provides for the purchase of three replacement gas
convection ovens, two at the Main J ail and one at the Annex. The total estimated cost for this
equipment is $17,580.
Tray Washer Replacement: This project provides for the purchase of two replacement tray
washers, one at the Main J ail and one at the Annex. The total estimated cost for this equipment is
$96,552.
Dryer Replacement: This project provides for the purchase of three replacement dryers at the
Annex. The total estimated cost for this equipment is $35,541.
Washer Replacement: This project provides for the purchase of three replacement washers at the
Annex. The total estimated cost for this equipment is $104,250.

Ruggedized Notebooks: This project provides for the purchase of 14 ruggedized notebooks for the
Sheriffs Classification Division. The total estimated cost of the project is $64,932.

Sheriffs Academy Parking Lot Improvements: This project provides for the addition of an asphalt
parking area located at the temporary Sheriffs Academy. The existing surface has deteriorated and is
causing damage to vehicles. The total estimated cost of this project is $196,497.

Omnixx Force Web System: This project provides for the purchase and installation of the Omnixx Force
Web System, used by Offices and Departments to query persons or objects in federal, state, and local
databases. The total estimated cost of this project is $152,040.

Orion System: This project provides for the purchase and implementation of time and attendance
software for the Sheriffs Department. The total estimated cost of this project is $500,000.
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Bexar Business Continuity: This project provides for the implementation of a full redundant server and
storage infrastructure at the Emergency Operations Center. This redundant server will allow critical
County applications to failover and continue to run in the case of a catastrophe or damage to the existing
Bexar County Data Center. The total estimated cost of this project is $7,061,315.

PC Replacement 2014: This project provides for the purchase of 1,233 replacement personal computers.

Notebook Replacement 2014: This project provides for the purchase of 248 replacement notebooks. The

Rugged Notebook Replacement 2014: This project provides for the purchase of 100 replacement
ruggedized notebooks. The total estimated cost of this project is $510,000.

District Clerk Scanner Upgrades: This project provides for the purchase of 22 specialized scanners for
the District Clerks Office. The total estimated cost of this project is $310,000.

Countywide Storage Upgrade: This project provides for the purchase of 2 petabytes of storage for
Information Technology. The total estimated cost of this project is $1,750,000.

Countywide Servers: This project provides for the purchase of 3 ESX servers for Information
Technology. The total cost of this project is $134,862.

Wireless Infrastructure: This project provides for the purchase and implementation of wireless network
capabilities for all Bexar County buildings. This network will allow for both public and private access.

Countywide RAM Upgrades: This project provides for the purchase of 12 units of RAM for the existing
12 SAN servers. The total estimated cost of this project is $99,185.

Countywide Storage Upgrade: This project provides for the purchase of 1 terabyte of additional storage
for files stored from the law enforcement video devices. The total estimated cost of this project is
$50,000.

Justice Center Technology Improvements - District Attorney: This project upgrades the current
J ustice Center District Attorney network. This will allow Bexar County to extend network quality of
service services, such as Video, VoIP more efficiently. The total estimated cost of this project is $53,655.

Form Automation: This project provides for the implementation of an automated solution that utilizes
Adobe LiveCycle and Adobe PDF to transform Bexar County paper or flat PDF forms into interactive,
guided forms. The total estimated cost of this project is $518,000.

Digital Signage: This project provides for the purchase and installation of digital displays at County
Facilities. The signage will disseminate information pertinent to the specific location. The total estimated

CIJS - Peripherals: This project provides for the purchase of computer peripheral equipment associated
with the implementation of the County Integrated J ustice System. The total estimated cost of this project
is $1,662,000.

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Bexar County Radio System: This project provides for the purchase of radio replacement equipment
including the Bexar County P25 Radio System upgrade. The total estimated cost of this project is
$9,909,600. Overall, the County and City of San Antonio have invested $43 million towards the purchase
and implementation of this new Radio System.

SAS Analytics: This project provides enhancements for the SAS Business Analytics Software. J udicial
Services and other Departments are seeking additional services for the system. The total estimated cost of

45
th
District Court Improvements: This project provides for acoustic improvements to the 45th District
Court. The total estimated cost of this project is $15,000.

Tax Office Equipment and Improvements: This project provides for the following purchases and
improvements for the Tax Assessor-Collectors locations: relocation costs and upgrades to the Vista
Verde Security Camera System ($40,157); a folding/stuffing machine ($6,000); a queue system for all
locations ($90,000); a microfilm machine and printer ($5,000); and carpet replacement at Vista Verde
($25,000). The total estimated cost of this project is $166,157

Community Resources Office Door Lock System: This project provides for the purchase and
installation of a digital door lock system to include a camera for Community Resources at the Vista Verde
location. The total estimated cost of this project is $30,000.

FY 2013-14 Vehicle Replacement: This project provides for the purchase of 131 replacement vehicles
for offices and departments throughout the County. The total estimated cost of this project is $4,453,827.

Mailroom Vehicle: This project provides for the purchase of a vehicle for the mailroom. During the FY
2013-14 Adopted Budget a new Mailroom Clerk was authorized to assist with the courier services
required at the Adult Detention Center. The total estimated cost of this project is $ 35,280.

Adult Detention Center Improvements: This project provides for electronic and interior improvements
to the Adult Detention Center Annex Command Center and Sheriffs Administration area at the Main J ail.

BizTalk: The project provides for the purchase and implementation of the BizTalk platform for
communications and data exchange between Bexar County and TexFile. This software is needed for our
County Clerks Office to comply with the newly mandated e-filing legislation. The total estimated cost of
this project is $300,000, of which $150,000 is funded via the County Clerks Records Management Fund
and the remaining $150,000 from the Capital Improvement Program.

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Personnel:
The following is a list of capital-funded personnel:

The FY 2013-14 Adopted Budget continues to fund the following position out of the Central Magistration
Build-Out Project:

Temporary CMAG Special Projects Administrator (T-99)

Facilities and Parks Management (Capital Projects Division)
The FY 2013-14 Adopted includes two program changes within the Facilities Capital Projects Division.
The first program change is the addition of one Project Manager (E-7) and the deletion of one
Construction Coordinator (E-6). The total cost of this program change is $5,231. The second program
change is the addition of one Assistant Project Manager (E-6) and the deletion of one Construction
Document Control Technician (NE-11). The total cost of this program change is $2,124. The list below
represents the personnel after recommendations within the Facilities Capital Projects Division:

One Assistant Project Manager (E-6)
One Capital Projects Manager (E-11)
One Construction Coordinator (E-6)
One County Architect (E-12)
One Project Finance and Department Administrative Lead (E-05), of which 50% is funded from
the County Capital Improvement Fund and 50% is funded from the Bexar County General Fund.
One Project Manager (E-7)
One Senior Construction Coordinator (E-8)
One Facilities Management Director (T-99), of which 50% is funded from the County Capital
Improvement Fund and 50% is funded from the Bexar County General Fund.

The FY 2013-14 Adopted Budget recommends moving 6 positions from the County Integrated J ustice
System project to the Bexar County General Fund. The positions to be moved are listed below:

One Network Security Administrator (T-99)
One Senior Software Engineer (E-8)
One Senior Technical Training and Support Specialist Position (E-06)
Two Software Engineer (E-7)
One Technical Support Specialist III (NE-10)

The following positions will remain within the project budget:

Two Analyst Programmer II (E-8)
Two Applications Development Coordinator (E-09)
One Applications Development Program Aid (NE-4)
One Database Administrator (T-99)
One Project Manager (T-99)

607
FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Applications Development Coordinator 2 2 2
Applications Development Program Aid 1 1 1
Assistant Project Manager 0 0 1
Capital Projects Manager 0 1 1
County Architect 1 1 1
Construction Coordinator 2 2 1
Construction Document Control Technician 1 1 0
Construction Manager 1 0 0
Database Administrator 1 1 1
Network Security Administrator 1 1 0
Project Manager (CIJ S) 1 1 1
Project Manager (Facilities) 0 0 1
Senior Construction Coordinator 1 1 1
Senior Software Engineer 1 1 0
Senior Technical Training and Support Specialist 1 1 0
Software Engineer 2 2 0
Technical Support Specialist III 1 1 0
Total Capital Improvement Fund 19 19 13

608
- COMPANY: 700
ADULT AND JUVENILE DETENTION
FACILITIES FUND

Program Description: The Adult and J uvenile Detention Facilities Capital Fund accounts for the
expenditure of the General Obligation Bond proceeds from the $79 million authorized by the voters in
November 1993 for the construction of adult and juvenile detention facilities in Bexar County. The
proceeds from the sale of these bonds were used to purchase land and to fund project engineering and
design, construction, equipment, and other related costs for detention facility projects. The following
projects have been designed and completed: Comal Street Adult Detention Facilities renovations, Mission
Road J uvenile Detention Facility expansion, the Krier Center for J uveniles, and the Laredo Street Air
Conditioning Repair Project. The County sold $67 million of the $79 million in General Obligation
Bonds authorized by the voters to fund these projects.

In J uly 1994, $25 million in General Obligation bonds were sold and an additional $19 million in bonds
was sold in J uly 1995. In March 1999, $10 million in bonds was sold to fund the expansion of the Adult
Detention Center, now a medium risk facility. An additional $13 million in bonds was sold in August
2000 to fund the completion of the Annex Expansion Project. Commissioners Court gave authorization in
FY 1998-99 to modify original plans for the Work Release Facility in response to changes in the
classification of inmates the facility needed to house.

Adult Detention Center Lock Project, Phase II: The total cost for the project is approximately
$10.11 million and was phased in over three fiscal years. Phase I was budgeted in the County
Buildings Capital Improvement Fund. Phase II in the Detention Facilities Fund, and Phase III was
funded using 2003 Bond Referendum funds. (Complete)

Adult Detention Center Annex 1:64 Conversion: In FY 2007-08, it was necessary to convert the
Adult Detention Center Annex supervising staffing ratio from one officer to 48 inmates to a ratio of
one officer to 64 inmates to reduce the need to house Bexar County inmates in other county jail
facilities. (Complete)

Laredo Street Roof Repair: The Central Texas Parole Violators Facility needed significant roof
repairs totaling an estimated $250,000 and the FY 2004-05 Budget included a project budget in this
amount. To complete the repairs, $57,825 was reprogrammed from the Medium Risk Adult Detention
Center Expansion Project in FY 2005-06. (Complete)

Comal Street Temporary Buildings: In FY 2006-07 it became necessary for Bexar County to make
needed repairs to the Comal Street J ail and expand the capacity of the Medium Risk Facility due to
overcrowding issues. The temporary building project was created to enable inmates to be moved to a
secure location temporarily while repairs and other work was being performed in their units. Funding
was provided for this project from the Comal Street J ail Project in the amount of $1,139,699.
(Complete)

Body Orifice Scanner: During FY 2008-09 two Body Orifice Scanners were purchased in order to
comply with a consent decree to change the strip search policy that resulted in a lawsuit. Funding in
the amount of $17,180 was provided to purchase the security scanners. (Complete)

Comal Street Project: The existing Comal Street jail has undergone extensive renovations to
improve the efficiency of the facility. These renovations included changes to the layout of the
609
reception area and booking areas, as well as expansion of the medical, housing, laundry, and Pretrial
Services areas. The total project was completed for $4,191,995. (Complete)

Medium Risk Adult Detention Center Expansion Project: This project was programmed in the
1993 Farbstein and Associates report as a 320 bed expansion of the Comal Street J ail Annex to house
the work release program. However, changing population demands changed the scope of this project.
The expansion of the Work Release Program Project into a larger facility was reprogrammed and
renamed in FY 1998-99 as the Medium Risk Adult Detention Center Project. Reprogramming the
facility from work release to medium risk required design upgrades to further secure the facility.
Construction on the Medium Risk Adult Detention Facility is complete and the facility is fully
operational. (Complete)

Tower E Renovations: During FY 2009-10 this project was created to cover architectural and
engineering services related to the conversion of temporary inmate housing to permanent in the Adult
Detention Center Annex. The project was completed for $18,250. (Complete)

J ail Locks Phase II $3,377,902 $ 3,377,902 $0
ADC Annex 1:64 Conversion 268,880 268,880 0
Laredo Street Roof Repair 307,825 307,825
0
Comal Street Temporary Buildings 1,139,699 1,139,699
0
Body Orifice Security Scanner 17,180 17,180
0
Comal Street (ADC Annex) 4,191,995 4,191,995
0
Medium Risk ADC Expansion 23,286,909 23,286,909
0
Tower E Bed Conversion 18,250 18,250
0
Total $32,608,640 $32,608,640 $0

All projects are complete and any remaining project balances, to include fund balance and contingencies,
will be transferred to the debt service fund towards repayment of the bonds. This fund will be closed and
no longer included in future budget documents.
610
- COMPANY: 700
CAPITAL PROJECTS FUND

The Economic Development Capital Projects Fund was created in FY 2003-04 as a funding source for
capital improvement projects associated with the Countys Economic Development program. These
projects are capital improvements completed by the County as part of its effort to improve the quality of
life of its citizens, provide high-quality job opportunities, and diversify the local economy.

Appropriations:
The appropriations for the Economic Development Capital Projects Fund are listed following the Program
J ustification and Analysis.


Toyota Plant Road Improvements: In December 2002, Toyota Motor Manufacturing North
America, Inc. announced that it would locate its sixth North American manufacturing facility in
southern Bexar County. The $800 million plant was completed in 2007 and produced its first vehicle
in November of that year. The plant employed approximately 2,000 people, with the potential to
employ as many as 4,000 if a second phase of the project is undertaken. As part of the Countys
contribution to the project, the County provided a ten-year, 100 percent tax abatement, competitive
rail access (through the activities of the Bexar County Rail District), and road improvements totaling
$17.7 million. Of the $17.7 million, approximately $2.7 million was funded in the Special Road and
Bridge Fund using previously budgeted and reprogrammed funds from other projects. This $2.7
million funded the design and right-of-way acquisition. The remaining funding was used for the
Applewhite South and Applewhite North road projects. (Complete)

City/County Road Improvements: Bexar County provided the City of San Antonio $3 million in
funding for reconstruction, asphalt overlay and recycling, and hot paver laid microsurface on roads in
and around the AT&T Center. (Complete)

Project
Project
Budget
Activity to
Date
Funds
Available
Toyota South
$10,177,590 $8,999,872 $1,177,718
Toyota North
12,799,349 12,131,005 668,344
City/County Road Improvements 3,000,000 3,000,000 0
Subtotal $25,976,939 $24,130,877 $1,846,062

Transfers Out (to Company 700 Contingencies) ($1,846,062)

Total $0

All projects are complete and the remaining funds will have their cash balances reallocated into a capital
contingency fund. This fund will be closed and no longer included in future budget documents.
611
BEXAR COUNTY
CAPITAL IMPROVEMENTS PROGRAM
FIVE YEAR CAPITAL PLAN, FY 2013-14 TO FY 2018-19:

The Budget and Finance Departments work with County Offices and Departments and the
Commissioners Court to improve long range capital projects planning. As part of this process, Offices and
Departments are encouraged to submit projects that they believe are necessary within a five-year time
frame to properly plan, even for those projects that may not be funded immediately. The five year plan is
a tool that gives policy makers a view of the major capital needs the County will be facing over the next
five years in terms of phasing in costs and funding requirements, potential impacts on operating budgets,
and potential impacts on debt service requirements.

During the budgetary process, offices and departments submit capital project requests to the Budget
Department. Each County office and department requesting an appropriation of capital funds prepares a
project application, which includes a general project description and justification of its importance or
need. With assistance and coordination from the Facilities and Parks Management Department, project
applications are prioritized and prepared for presentation to Commissioners Court. During the capital
improvement process, County leadership determines the most appropriate funding source for each
approved project. The available funding sources include revenue from the General Funds, County Road
and Bridge Funds and other various debt instruments. The funding source used depends on the type of
project and available funds. In the case of debt financing, the County matches the terms of the debt to the
useful life of equipment or structures.

Capital Improvement Program
The FY 2013-14 Adopted Budget appropriates a total of $97,625,911for new projects. The following is a
list of notable projects with completion dates within the next 5 years:

Facilities and Parks
Adult Detention Center Plumbing and Mechanical Systems Replacement $35,775,000
Federal Reserve Building - Child Support Courts $4,435,500
J ustice Center Improvements (Elevator, Tunnel, and Restroom Improvements) $3,049,500
Purchasing Department @ Elections Facility $2,850,000
County Parks Improvements $2,633,800
Forensic Science Center Interior Renovations $2,460,000

Public Safety - Sheriffs Office
Records Management System $4,500,000
Inmate Management System Handheld Devices $250,000
Sheriff Tactical Equipment $612,750
Sheriff Academy Parking Lot Pavement $196,497
Orion System Time and Attendance Software $500,000

Bexar Business Continuity $7,061,315
PC/Notebook Replacement 2014 $2,516,728
County Building Wireless Infrastructure $2,500,000
Countywide Storage 2 Petabytes (Tier 3) $1,750,000

612
Flood Control Program
Also included in the Capital Improvement Funds, are the Flood Control Project Funds. During FY 2006-
07, a Bexar County Flood Control Program for the Countys Regional Watersheds (San Antonio, Salado,
Cibolo, Medina, and Leon Creek) was developed by the Countywide Citizens Watershed Master Plan
Committee. The Committee considered observations during recent flood events from emergency
responders and others in the field; projects planned by suburban cities; and projects identified in
partnership with federal and state agencies to address Bexar Countys major drainage and flood control
improvements. The Countywide Citizens Watershed Master Plan Committee has identified a total of
approximately 70 projects with an estimated cost of over $500 million dollars to be completed over the
next ten years. The projects are grouped into one of five categories: regional storm water detention
facilities, enhanced conveyance, improved storm water outfalls, low water crossing improvements, and
buyouts.

The FY 2013-14 Budget serves as the 7
th
year of the Flood Control Program and as of the summer of
2013, a total of 12 projects are in the Planning Phase, 27 in the Design Phase, 10 in the Construction
Phase, and 15 have been completed. There are also 6 projects that have been combined with
transportation (road improvements).

Although the debt structure of several of the projects will be phased over two or more years, the debt
service on these projects will require a significant portion of the Countys available debt capacity in future
years. Some capacity has been reserved for projects that may be identified through the Countys future
capital projects planning process.

Operational and Personnel Project Costs
Future debt service on capital projects is not the only cost the County will incur. Operational and
personnel costs are also a consideration in the Countys decision to implement capital improvement
projects. Below is a list of the most recently completed or upcoming capital projects that require expenses
beyond capitals costs:

Bibliotech: Bexar County Digital Library: The first of its kind in the country, the Bibliotech was
completed in August and opened to the public during September 2013. An operational budget was created
and adopted for the FY 2014. The General Funded budget of $1,210,398, includes funding for personnel,
supplies, and costs for maintaining the digital book licenses.

County Buildings Wireless Infrastructure: When completed this project will implement Wi-Fi access for
employees and citizens within County Facilities. The total estimated capital cost of this project is
$2,500,000. Bexar County Information Technology estimates annual costs of maintaining the wireless
access is $150,000.

County Integrated J ustice System (CIJ S): This project aims to provide a modern case management system
for all stakeholders within the Bexar County J udicial Process. The total estimated cost of the project is
$42,330,000. This amount includes maintenance and operational support through the seventh year of
implementation. For years eight through ten the total maintenance support cost is estimated to be
$1,208,000. There are currently no personnel costs anticipated for this project after implementation is
complete.

Toudouze Property Purchase/Renovation: This facility is a partially completed project that includes build
out of the Adult Drug Court completed during the summer of 2012. The remaining areas to be completed
include the Adult Detention Center Video Visitation site and vacant space for a Re-entry Facility. The
total estimated annual operating cost is $187,455. This includes $35,655 for janitorial expenses and
$151,799 for utilities and operations.
613
Active Projects
The County Buildings Capital Improvement Fund continues various projects including Courthouse
Restoration and Renovation projects, County Integrated J ustice System (CIJ S), Forensic Science Center
Improvements, and the Elections and Purchasing Department Facility. All projects authorized prior to the
adoption of the FY 2013-14 Capital Budget have been issued and the County is paying the debt service
costs associated with those issuances.

The County also continues to implement and complete on-going projects described in previous budget
documents. In FY 2003-04, the citizens of Bexar County approved a bond referendum consisting of 4
propositions for a total of $100.2 million. As of FY 2012-13, all construction and improvements to
County facilities projects are complete, and on-going road projects will be substantially completed by
mid-2014.

Projects Under Consideration
The following list represents projects that may be considered in the future as a part of Bexar Countys five
year capital improvements program as funding becomes available or until alternatives to these projects
can be explored. The following list will be updated during the budget process before each fiscal year. The
Five-Year Capital Plan also includes projects being analyzed for feasibility that warrant consideration
within the plan.

Criminal Laboratory Facility
Medical Examiner Facility
Public Safety Training Facility
Law Enforcement Substations
Law Enforcement Analog-to-Digital Video Transition
Courthouse Courtroom Restoration and Improvements
Bexar County Data Center Expansion or Relocation
Federal Reserve Facility Build-out
Central Magistration Facility

The five year capital improvements plan can be modified if conditions change, or new projects are
identified throughout the coming fiscal years. The plan will be updated just prior to the next capital
budget cycle as a starting point of the process, and will be revised after the adoption of the budget to
include any new projects that are funded or submitted.
614

DEBT SERVICE FUNDS

615

Mission County Park Amenities
Mission County Park 1 & 2 offer amenities such as pavilions, playground equipment, kitchen facilities,
dance areas, cooking grills and barbeque pits, picnic tables, restroom facilities and tennis, baseball and
soccer fields.

616

Bexar County, Texas
Debt Service Company 400

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$71,160,124 $70,281,380 $65,368,326
$71,160,124 $70,281,380 $65,368,326

Revenue
Property Taxes
$65,845,881 $69,033,583 $70,020,000
2,965,636 1,406,285 0
Proceeds from Debt
24,436,853 3,202,103 0
Other Revenue
1,423,274 3,609,828 3,659,387
Subtotal
$94,671,644 $77,251,799 $73,679,387
Interfund Transfers
6,392,849 6,397,425 9,480,226
Total Revenues
$101,064,493 $83,649,224 $83,159,613

$172,224,617 $153,930,604 $148,527,939

APPROPRIATIONS

Debt Service
$101,943,237 $88,562,278 $102,890,245
$101,943,237 $88,562,278 $102,890,245

$70,281,380 $65,368,326 $45,637,694


617
DEBT SERVICE FUND

Program Description: The Debt Service Fund accounts for the accumulation of ad valorem taxes
collected for the purpose of paying principal and interest on long-term and short-term debt. The County
issues General Obligation Bonds, Certificates of Obligation, Flood Control Certificates of Obligation,
Pass-Through Revenue Bonds, Refunding Bonds, and Limited Tax Road Bonds. The proceeds from the
issuance of these instruments fund capital improvement projects such as road construction, flood control
projects, county buildings, improvements to detention facilities, and countywide technology. The County
sells bonds once Commissioners Court approves the issuance of bonds or after the successful completion
of a General Obligation Bond Election. The bonds are purchased by investors and the funds generated
from the sale are allocated to construction bond funds to support specific projects or to pay existing bonds
at lower interest rates.

It should be noted that this fund does not include revenue bonds issued by the County to fund the design
and construction of the Visitor Tax Projects (described later in this document). The bonds issued for those
projects are Venue Project Revenue Bonds and are supported solely by Hotel/Motel Occupancy Tax and
Motor Vehicle Rental Tax revenues. No other County revenues are pledged to support those revenue
bonds.

The budgeted appropriation amounts reflect the actual principal and interest payments on all outstanding
debt. The following table lists each outstanding debt issuance, issuance date, type and amount of debt.
The debt issuances described here are backed by the ad valorem taxing authority of the County. Other
funding sources, such as parking revenue, support the Debt Service Fund.

Issue Date Type Par Amount
8/22/2013 Comb Tax & Rev C/O Ser 2013B $331,725,000
5/9/2013 Comb Tax & Rev C/O Ser 2013A $115,040,000
2/14/2013 Comb Tax & Rev C/O Ser 2013 $83,955,000
12/1/2011 Comb Flood Control Tax & Rev C/O Ser 2011 $34,095,000
9/1/2011 Ltd Tax Ref Bds Ser 2011 $17,650,000
7/15/2010 Ltd Tax GO Bds Ser 2010 $24,020,000
7/15/2010
Comb Tax & Rev C/O Taxable Ser 2010B (Build America Bds - Direct
Subsidy) $30,325,000
8/1/2009 Comb Flood Control Tax & Rev C/O Ser 2009A $103,690,000
8/1/2009
Comb Flood Control Tax & Rev C/O Ser 2009B (Direct Subsidy-Build
America Bonds) $50,620,000
8/1/2009
Comb Tax & Rev C/O Taxable Ser 2009B (Direct Subsidy-Build
America Bonds) $50,620,000
5/15/2009 Pub Prop Finance Contractual Obligns Ser 2009 $5,220,000
11/15/2008 Pass-Through Rev & Ltd Tax Bds Ser 2008 $31,125,000
-COMPANY: 400
618
Issue Date Type Par Amount
6/1/2008 U/L Tax Road Bds Ser 2008 $15,205,000
6/1/2007 Pass-Through Rev & Ltd Tax Bds Ser 2007 $22,385,000
9/15/2005 Ltd Tax GO Ref Bds Ser 2005 $21,355,000
10/15/2004 Comb Tax & Rev C/O Ser 2004-A $23,960,000
10/15/2004 Ltd Tax Bds Ser 2004 $9,400,000
2/15/2004 Ltd Tax GO Ref Bds Ser 2004 $14,090,000

Appropriations:
FY 2011-12 FY 2012-13 FY 2013-14

Debt Service $74,988,795 $80,256,897 $99,224,599
Bond Issuance Costs 1,626,639 3,915,247 525,000
Refunding Payment 20,417,103 0 0
Paying Agent Fee 10,700 3,000 10,000
SARA Requirements 4,900,000 4,387,134 3,130,646

Total $101,943,237 $88,562,278 $102,890,245


The FY 2013-14 Adopted Budget for all debt service payments totals $102,355,245. These payments
include the debt service for debt issued by the San Antonio River Authority (SARA), which is a
contractual requirement between Bexar County and SARA. Prior to FY 2004-05, funding for these
debt service payments was forwarded to SARA and the debt service payments were made directly by
SARA. Because these payments reflect actual debt service paid by Bexar County, they are more
accurately reflected in the Debt Service Fund as payments required by Bexar County. The FY 2013-
14 SARA debt service requirement is $3,130,646.

619
Funding in the amount of $525,000 is scheduled for Bond Issuance Fees. These fees represent the
cost of issuing bonds and are paid to financial advisors, bond counsel and rating agencies that assist
the County with the debt issuance process.

The Countys credit rating of AAA by Fitch, Aaa by Moodys, and AA+by Standard & Poors was
reaffirmed in FY 2012-13. The County should continue to be able to borrow at favorable interest rates
based on its credit rating level.

Debt service payments scheduled in FY 2013-14 include:

A payment of $3,130,646 for the FY 2013-14 SARA debt service requirements.

Funding in the amount of $525,000 for bond issuance costs.

Payments totaling $14,015,506 to pay for General Obligation Bonds and Limited Tax Bonds.

Payments totaling $3,303,434 for Unlimited Taxable Road Bonds.

Payments totaling $46,808,259 for Certificates of Obligation.

Payments totaling $17,161,783 for Flood Control Certificates of Obligation.

Payments totaling $9,480,226 for Pass-Through Revenue Bonds.

Payments totaling $8,455,391 for Build America Bonds. The federal government contributes a 35
percent to the County towards repayment of these bonds. During the sequestration of FY 2013,
that subsidy was reduced 8.7 percent or $257,467.

Bexar County Outstanding Debt
As of September 30, 2013
Year Principal Interest SARA Total

2014
$28,390,000 $70,834,599 $3,130,646 $102,355,245
2015
26,695,000 69,962,462 3,139,412 99,796,874
2016
28,210,000 68,791,454 3,143,624 100,145,078
2017
27,575,000 67,620,622 3,143,124 98,338,746
2018-2022
175,260,000 316,767,467 12,427,672 504,455,139
2023-2027
209,050,000 271,241,162 6,608,406 486,899,568
2028-2032
266,835,000 215,473,156 5,982,820 488,290,976
2033-2037
337,745,000 144,711,682 379,744 482,836,426
2038-2040
363,880,000 62,445,500
0
426,325,500
Total $1,463,640,000 $1,287,848,104 $37,955,448 $2,789,443,552

620

VENUE PROJECT FUNDS

621

Laddie Place III Flood Project (Precinct 2)
This project is located between Fredericksburg Road and Gardina Street. The purpose of this project is to
remediate flooding at and downstream of the area by constructing a regional storm water detention pond.
It will remove over 30 structures from the 100-year floodplain. The total estimated cost of this project is
$30.4 million.
622
Bexar County, Texas
Community Venue Company 507 (Cash Basis)

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance


Revenue

Venue Taxes $22,356,097 $23,714,131 $21,500,000
Intergovernmental Revenue 0 4,585,059 0
Service Fees 1,300,000 1,300,000 1,300,000
Proceeds from Debt 116,500,000 0 0
Other Revenue 13,115 19,879 14,000
Total Revenues $140,169,212 $29,619,069 $22,814,000

TOTAL AVAILABLE FUNDS $272,218,130 $245,247,379 $185,530,059

APPROPRIATIONS

General Government $648,597 $536,580 $395,633
Intergovernmental Expenditures 40,558,572 63,994,805 70,219,786
Capital Expenditures 779,014 0 0
Debt Service 14,603,637 17,999,935 20,981,045
Subtotal $56,589,820 $82,531,320 $91,596,464




623
Projects Project Budget Activity To Date Funds Available
PROPOSITION 1
Park Reach $5,758,289 $677 $5,757,612
Eagleland Reach 2,800,000 677 2,799,323
Mission Reach 6,741,711 6,741,711 0
Portal - Veterans 8,000,000 1,369,352 6,630,648
Portal - Briscoe 2,000,000 2,000,000 0
Total $25,300,000 $10,112,417 $15,187,583

PROPOSITION 2
Mission City Soccer Complex $5,000,000 $3,402,234 $1,597,766
Classics Elite Soccer 1,200,000 1,200,000 0
Culebra Creek Soccer 5,230,000 5,230,000 0
Hartman Soccer 5,000,000 5,000,000 0
McAlister Little League 2,670,000 2,670,000 0
Mission Concepcion Athletic Complex 16,100,000 16,074,615 25,385
Missions Baseball Academy 4,000,000 3,869,602 130,398
National Swim Center 7,000,000 6,262,915 737,085
St. Mary's Complex 6,000,000 6,000,000 0
South East Skyline Pony League 3,300,000 3,293,147 6,853
Texas Fencing Center 2,000,000 1,997,338 2,662
UTSA Complex 15,000,000 7,833,510 7,166,490
Wheatley Heights Complex 7,500,000 7,497,144 2,856
Total $80,000,000 $70,330,505 $9,669,495

PROPOSITION 3
Freeman Coliseum $10,000,000 $4,172,512 $5,827,488
Exhibition and Stock Show Facilities 15,000,000 7,833,510 7,166,490
AT&T Center 75,000,000 677 74,999,323
Total $100,000,000 $12,006,699 $87,993,301

PROPOSITION 4
Alameda Theater $6,000,000 $4,446,467 $1,553,533
Briscoe Western Art Museum 4,000,000 4,000,000 0
Performing Arts Center 100,000,000 60,627,868 39,372,132
Total $110,000,000 $69,074,335 $40,925,665

GRAND TOTAL $315,300,000 $161,523,956 $153,776,044

624
Community Venues Program Office

Mission: The Community Venues Program Offices (hereafter CVP) mission is to oversee and
implement the four Initiatives approved by Bexar County Citizens in the May, 2008 election. The CVP
will provide quality oversight, effective quality control and responsive service to all 24 approved projects,
the Bexar County citizens and Commissioners Court in a fair and equitable manner.

Vision: TheCVP office is committed to providing oversight of planning, construction and stability for
all 24 projects to insure fiscal responsibility, quality management, and provide advice for continued
success. The office strives to develop trust within the community, while expanding convention and
tourism activity, through timely completion and successful longevity of projects.


Provide oversight on Phase I planning and hiring
Provide quality control throughout the construction phase
Ensure fiscal responsibility of the CVP office and all projects
Provide leadership and insight into the sustainability of projects
Restore and enhance the San Antonio River to its natural habitat and flow
Enhance local arts and culture
Increase quality of life for Bexar County Citizens
Create first class facilities
Enhance tourism activity
Promote workforce diversity
Develop a quality useful website
Provide updated information through our website

Program Description: The CVP office, which is composed of the Director and Office Supervisor,
will serve as the Countys point of contact regarding the venue projects that were approved by voters on
May 10, 2008. The office is responsible for budgetary and personnel decisions except for certain positions
that are either elected or appointed by the judiciary or other statutory boards and commissions to include,
the District Attorneys Office, the Small, Minority and Women Owned Business Enterprise Department
and the Auditors Office. The Director will oversee the development of contracts and inter-local
agreements as well as oversee the development and implementation of all 24 contracts. The Bexar County
Commissioners Court unanimously approved 24 agreements with various organizations to develop
athletic, performing arts, cultural arts, and San Antonio River projects.

The Community Venues Project is funded by the visitor tax which is a combination of a 1.75% levy on
hotel rooms and a 5% levy on short-term car rentals, and are divided into the following funding and
initiatives:

PROPOSITION 1
San Antonio River Improvements:
This project is being paid out of the Flood Control Fund with flood control taxes. Improvements to the
San Antonio River were allocated $125 million. Of that amount, $70 million in flood control taxes was
allocated to advance fund the federal share of costs associated with the project. In 2009, the project
received $25.3 million in stimulus funding as part of the American Recovery and Reinvestment Act and
of that amount $10 million was allocated to reduce the Countys commitment to advance the federal
share.
- COMPANY: 507
625
This reduction has allowed for a small amount of additional capacity in the Visitor Tax Finance Plan and
the additional capacity will be used to pay for costs associated with constructing portals from the river to
the new Performing Arts Center with no impact to any other Visitor Tax projects. The FY 2011-12 budget
included funding for the Veterans Plaza/Performing Arts Center and for the County/City History Center
in the Briscoe Heritage Museum. The budget includes $8 million for the Veterans Plaza Portal and $2
million for the County/City History Museum, for a total of $10 million.

These improvements will connect the river from Brackenridge Park to Mission Espada. Other aspects of
these projects will restore the natural course of the river south of downtown to Mission Espada and
restore the natural ecosystem by planting thousands of native trees and grasses. In addition, hike and bike
trails, pedestrian footbridges, recreational amenities and river access points will be added to the river.

PROPOSITION 2
Amateur Sports Facilities:
Funding in the amount $80 Million has been allocated for Proposition 2 which provides for the purchase,
acquisition, construction and equipping of Youth and Amateur Athletic Facilities in Bexar County. This
proposition consists of a total of 13 projects.

Mission City Soccer Complex
This project expands the existing Park by adding 10 full-sized soccer fields to the 4 existing
fields. The total project budget is $5,000,000.

Classics Elite Soccer
This project constructed 5 soccer fields, concession stands, and restrooms at McAllister Park. The
project was completed for $1,200,000.

Culebra Creek Soccer
This project expanded the existing Park by adding 14 full-sized soccer fields to the 8 existing
fields. The project was completed for $5,230,000.

S.T.A.R. (Hartman )Soccer
This project consisted of construction 15 international-sized soccer fields and a 16-acre special
needs park. The project was completed for $5,000,000.

McAllister Little League
This project constructed 6 youth baseball fields and 4 adult baseball fields at McAllister Park.
The project was completed for $2,670,000.

Mission Concepcion Athletic Complex
This project consists of a full athletic complex that includes 6 basketball gymnasiums, a youth
baseball 4-plex, 2 softball fields, 1 T-ball field, a full track with a football field, and a 1-mile
cross country track. The total project budget is $16,100,000.

Missions Baseball Academy
This project consists of 11 baseball diamonds for the Missions Baseball Club and Adult & Youth
leagues. The total project budget is $4,000,000.

National Swim Center
This project consists of a 4,000 seat stadium and an Olympic-sized outdoor pool. The total project
budget is $7,000,000.
626
St. Marys Complex
This project consists of a Division II athletics complex at St. Marys University. The total project
budget is $6,000,000.

South East Skyline Pony League
This project consists of a 7-field Pony League baseball complex. The total project budget is
$3,300,000.

Texas Fencing Center
This project consists of a 12 strip international training and competition center for fencing. The
total project budget is $2,000,000.

UTSA Complex
This project consists of a Division I athletics complex at the Loop 1604 Campus. The project
budget is $15,000,000.

Wheatley Heights Complex
This project consists of an athletic complex that includes a softball 4-plex, a full track with a
football field, 5 practice/tournament football fields, and a soccer practice area. The total project
budget is $7,500,000.

PROPOSITION 3
Community Arenas and Grounds
$100 Million has been allocated for Proposition 3. Bexar County residents own the Freeman Coliseum,
the AT&T Center, and the Exhibition and Stock Show Facilities. The goal of this Proposition is to be a
responsible landlord, good community leader, and keep these facilities up-to-date and viable for our
tenants and citizens.

Freeman Coliseum
Improvements include replacing the lower seating section, upgrading to Americans with
Disability standards, heating, ventilation and air-conditioning upgrades, a new sound system and
stage, and other building improvements. The total project budget is $10,000,000.

Exhibition and Stock Show Facilities
This project will enable the facility to be renovated into a multi-purpose and climate controlled
agricultural facility. The total project budget is $15,000,000.

AT&T Center
This project will enhance the arenas technology and mechanical systems and will provide for
expanded/increased flexible meeting space to allow the building to compete for and attract more
events and functions. The total project budget is $75,000,000.

PROPOSITION 4
Performing Arts Facilities
$110 Million has been allocated for three projects to upgrade and improve Performing Arts Facilities in
Bexar County.

Alameda Theater
This project includes renovation, restoration, and expansion of The Alameda. This is part of the
Alameda National Center for Latino Arts and Culture. The total project budget is $6,000,000.
627
Briscoe Western Art Museum
This project renovates the historic Hertzberg Museum site along the Riverwalk. The County
investment leverages private foundation funding. The total project budget is $4,000,000.

Performing Arts Center
This project includes a 1,700 seat, 180,000 gross square foot multiple purpose, variable acoustic
hall with a double pit lift, a 350-seat capacity, multiple purpose, multiple form, acoustically sound
Studio Theater, a 3,000 square foot rehearsal hall, lobby space that allows for 8-10 square feet per
person, an educational facility, and administrative and resident company offices. The total project
budget is $100,000,000. The estimated completion date is May 2014.

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Travel and Remunerations 426 7,500 104 0
Supplies and Materials 1,453 4,000 635 500

Total $648,597 $832,659 $536,580 $395,633


Overall, the FY 2013-14 Adopted Budget reflects a significant decrease when compared to prior
fiscal years. The reduction in the budget reflects the completion of nearly the entire program.

The Personnel Services group decreases significantly from FY 2012-13 estimates due to a reduction
in personnel for the program. The program change is described below.

There are no funds budgeted for the Travel and Remunerations group. Funding for travel is not
required as the program nears completion.

The FY 2013-14 Adopted Budget includes costs associated with paying agent fees, City of San
Antonio tax collection fees, fees for arbitrage calculations, and services related to conducting the
Bexar County Games.

The Supplies and Materials group is funded for a small amount of supplies.

The FY 2013-14 Budget includes one program change, the deletion of one Accountant V (E-8)
position. As the Community Venues Program nears completion, staffing levels have been reduced to
reflect the diminishing workload. The total savings of this program change is $66,174.

628
FY 2011-12 FY 2012-13 FY 2013-14

Director 1 1 1
Office Assistant IV** 1 0 0
Attorney III* 2 2 2
SWMBE Analyst** 1 0 0
Senior Analyst Venue** 0 0 0
Accountant V 2 1 0

Total - Community Venue Program Office 7 4 3

*Note: The two Attorney III positions receive a salary supplement for the services they provide to the
Venue Program. Their regular salaries and benefits are paid for from the General Fund and County Road
and Bridge Fund. Once the program is complete they will no longer receive the salary supplement
provided by this fund.
**Note: These positions were reorganized to other County Departments during FY 2012-13.
629

Perrin Beitel Flood Project (Precinct 4)
This project includes the design and construction to elevate the roadway and bridge on Perrin-Beitel Rd at
Beitel Creek. Vicar Road would terminate in a cul-de-sac before the existing Vicar Road low water
crossing. The improved bridge on Perrin-Beitel will withstand the effects of a 1 percent chance
catastrophic storm event and minimize flooding in the Briar Glen subdivision. Some channel
improvements and regrading will be required. The total estimated cost of this project is $9.2 million.
630

ENTERPRISE FUNDS

631

Galm Road Project (Precinct 2)
This is a two phase project that will reconstruct Galm Road from FM 1560 to Government Canyon State
Natural Area. The existing two lane road section will be expanded to a four lane section with four foot
shoulders and left turn lanes where they are required. The project will remove Galm Road from the flood plain
with the construction of three bridges. Additional improvements provided by the project include a traffic signal
at Swayback Ranch for the newly constructed school and Bexar Countys first multi-lane roundabout at the
entrance to Government Canyon State Natural Area.

632
Bexar County, Texas
Self Insured - Health and Life Fund 501


FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
($5,597,056) ($4,269,678) $382,836

($5,597,056) ($4,269,678) $382,836

Revenue
Other Revenue
$258,774 $238,839 $0
32,389,429 34,184,837 34,546,296
Subtotal
$32,648,203 $34,423,676 $34,546,296

Interfund Transfers
$6,840,933 $5,856,790 $3,249,511
Total Revenues
$39,489,136 $40,280,466 $37,795,807

$33,892,080 $36,010,788 $38,178,643

APPROPRIATIONS

General Government
$38,161,758 $35,627,952 $38,167,665
Subtotal
$38,161,758 $35,627,952 $38,167,665

$38,161,758 $35,627,952 $38,167,665

($4,269,678) $382,836 $10,978

$33,892,080 $36,010,788 $38,178,643

633
SELF-INSURED HEALTH AND
LIFE FUND

Program Description: Self-Insurance is an alternate financing system in which an employer
remits only a portion of the conventional premium to an insurer to cover the cost of administering the
benefits program and of providing specific and aggregate stop-loss insurance. The employer, usually
referred to in this case as the self-insured, funds a "bank account" that the insurance company draws upon
for the payment of claims. Employee and County contributions as well as payments from retirees and
COBRA participants are deposited into the account.

Each year Bexar County examines the health insurance plans offered to employees to determine if the
benefits plans offered are consistent with those being offered by other employers in Bexar County, if the
premiums required of employees is competitive and financially responsible, and if the overall cost of the
plan meets the demands of the Countys budgeting requirements. The County also provides life insurance
that is equal to the employees annual salary up to a maximum of $200,000. There is a double indemnity
accidental death and dismemberment clause, which provides for additional coverage equal to the
employees annual salary with a maximum of $200,000 in the event of the employees accidental death.

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $38,161,758 $33,739,511 $35,627,952 $38,167,665


The Self-Insured Health and Life Fund Adopted Budget FY 2013-14 increases by seven percent when
compared to FY 2012-13 estimates as described below.

The Personnel Services group decreases by one percent when compared to FY 2012-13 estimates.
This is due to personnel costs associated with deleted positions funded through October of FY 2012-
13, as is standard Bexar County policy.

The Travel and Training group remains flat when compared to FY 2012-13 estimates.

FUND: 501
634
The Operational Expenses group increases by seven percent when compared to FY 2012-13 Estimates
which corresponds to a nationwide projected increase of 6.5 to 8 percent for healthcare costs in FY
2013-14. This appropriation includes expenses associated with the Countys Third-Party
Administrator and Stop Loss premiums. Stop Loss insurance limits the Countys total liability for
health insurance claims. Should the Countys liabilities exceed a specified amount, the County is
refunded the amount over the Stop Loss ceiling.

For FY 2013-14 there are no plan changes and no increases to premiums except any increases
associated with the Collective Bargaining Agreement between the Deputy Sheriffs Association of
Bexar County and Bexar County.


FY 2011-12 FY 2012-13 FY 2013-14

Assistant County Manager* 0 0.25 0.25
Analyst - Human Resources 1 0 0
Benefits Administrator 1 1 1
Human Resources Technician I 1 1 1
Human Resources Technician II** 0.5 0.5 0.5
Office Assistant IV 0.5 0 0

Total-Health and Life Fund 4 2.75 2.75

* This position is 25% General funded in each of the following departments: Human Resources, Budget,
Management & Finance, and 25% funded out of Fund 501 Self-Insured Health and Life.

** This position is 50% General funded in Human Resources and 50% funded out of Fund 501 Self-Insured
Health and Life.

635
Bexar County, Texas
Self Insured - Workers Comp Fund 502


FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$2,318,692 $510,016 $305,648

$2,318,692 $510,016 $305,648

Revenue
Service Fees
$14,108 $19,896 $15,000
1,602,974 1,650,203 1,652,440
Subtotal
$1,617,082 $1,670,099 $1,667,440

Interfund Transfers
$0 $0 $569,554
Total Revenues
$1,617,082 $1,670,099 $2,236,994

$3,935,774 $2,180,115 $2,542,642

APPROPRIATIONS

General Government
$1,625,758 $1,874,467 $2,175,694
Subtotal
$1,625,758 $1,874,467 $2,175,694
Interfund Transfers
$1,800,000 $0 $0

$3,425,758 $1,874,467 $2,175,694

$510,016 $305,648 $366,948

$3,935,774 $2,180,115 $2,542,642

636

SELF INSURED WORKERS COMP

Program Description: The goal of the Workers Compensation Self-Insurance Program is to
ensure that employees who are injured or disabled on the job are provided with adequate monetary
compensation, eliminating the need for litigation. The Bexar County Management and Finance
Department administers the Countys Workers Compensation Program. Numerous measures to control
workers compensation related expenses have been established. The Workers Compensation Program will
continue to increase the review of outstanding workers compensation claims and to monitor decisions
regarding claims. Strong support from adjusters, supervisors, and managers working with the staff of
Management and Finance, employees, and medical groups has created a team approach to manage
workers compensation. Early intervention assists employees in returning to work more quickly either
through modified duty programs or full duty return to work.

Several years ago the Workers Compensation Program was expanded to provide increased training for
employees and supervisors in an effort to prevent accidents resulting in workers compensation claims.
Classes are conducted in CPR and first aid, ergonomics, back lifting, defensive driving, fire extinguisher
training and fire evacuation procedures. Workers compensation training is also offered to supervisors and
employees. The Sheriffs Office, Public Works and Facilities Management Department have provided
modified duty jobs that have resulted in reduced indemnity and medical claims. Workstation evaluation
has resulted in minimized occupational repetitive motion trauma and has helped reduce high cost claims
for upper extremities. Education and evaluation continues with all offices and departments. Early
intervention by case managers has resulted in returning injured employees back to work often in less
than seven days. This has also reduced indemnity and medical costs.

All lost-time cases are assigned case managers who work directly with the employee and the medical
provider to provide the best quality medical attention and assist the employee in returning to work in a
more timely fashion. Through open discussions with offices and departments, the Third Party
Administrator and staff have developed better understanding of work requirements, causes of injuries, and
remedies. Peer reviews are utilized to challenge cases taken to the Workers Compensation Commission,
making it more difficult for one medical provider to keep an employee off work unnecessarily.

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Travel, Training, and Remunerations 587 2,150 2,150 2,150
Interfund Transfers 1,800,000 0 0 0

Total $3,425,758 $2,055,039 $1,874,467 $2,175,694

FUND: 502
637

The General Government group increases by 16 percent when compared to FY 2012-13 estimates as
described below.

The Personnel Services group remains relatively flat when compared to FY 2012-13 estimates.

The Travel and Remunerations group remains flat when compared to FY 2012-13 estimates.

The Operational Costs group increases by 17 percent when compared to FY 2012-13 estimates due to
contract requirements with University Health System for ambulatory services associated with the
Bexar County Health Clinic and a projected increase of 10 percent in Workers Compensation claims
for FY 2013-14.

The Supplies and Materials group increases by 14 percent when compared to FY 2012-13 estimates
due to maintaining levels of funding at FY 2012-13 budgeted amounts.

Workers Compensation claims expenses are anticipated to increase in the short term. A Risk
Management Coordinator position was created during FY 2012-13 in the Management and Finance
Department to assess and prevent job related accidents. It is anticipated that claims expense will
remain flat and/or trend negatively over the long term.


FY 2011-12 FY 2012-13 FY 2013-14

Workers Compensation Specialist 1 1 1
Office Assistant IV 0.5 0 0

Total Workers Compensation Fund 1.5 1 1

638
Bexar County, Texas


FY 2011-12 FY 2012-13 FY 2013-14

Actuals Estimates Budget

AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$618,741 $341,005 $412,989

$618,741 $341,005 $412,989

Revenue
Service Fees $356,583 $321,075 $255,850
Subtotal
$356,583 $321,075 $255,850

Interfund Transfers $215,470
$49,531 $99,531
Total Revenues
$572,053 $370,606 $355,381

$1,190,794 $711,611 $768,370

APPROPRIATIONS

Capital Expenditures 320,351 0 27,870
Subtotal
$849,789 $298,622 $360,369
Interfund Transfers
$0 $0 $0

$849,789 $298,622 $360,369

$341,005 $412,989 $408,001

$1,190,794 $711,611 $768,370
639
RECORDS MANAGEMENT
CENTER FUND

Mission: The Records Management Committee will provide leadership through the Records Facility
Manager in the development, allocation and management of resources to meet County office records
storage and document conversion needs while securing and preserving the records of Bexar County in
accordance with the Local Government Records Act of 1989.

Vision: We envision the Records Management Committee to have a state-of-the-art Records
Management Facility that will meet the records storage needs of all County offices and departments, be in
compliance with the Local Government Records Act of 1989 for the preservation and maintenance of local
government records, and provide convenient access and retrieval of County records to County offices and
the general public.

Program Description: The Records Management Facility Fund is an enterprise fund created to
provide space to County offices and departments for the storage of records. The facility, located at 232
Iowa Street, allows the County to consolidate all its records in one facility. In the future, the facility will
also become a records technology center where records currently stored on paper can be microfilmed for
storage or imaged into an appropriate format so they can be electronically delivered to the offices or
departments requesting them.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Daily Training Room preparation
2 2 2
Number of daily phone calls
12 14 15
Number of Training classes held
122 120 121

Monthly Bulletin board preparation 12 12 12
Weekly Requisition Creation
3 2 2
Daily P-Card balance and paperwork 6 5 5
Daily entry of data into computer 13 13 13

Daily Security Monitor 100% 100% 100%
Daily interoffice copies 100% 100% 100%

- FUND: 505
640
Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14



Total $849,789 $331,766 $298,622 $360,369


The FY 2013-14 Adopted Budget increases by 21 percent when compared to FY 2012-13
estimates. This is due to increased funding in the Operational group and Capital Expenditures
Group as described below.

The Personnel Services group remains relatively flat when compared to FY 2012-13 estimates.

The Travel and Remunerations group includes $1,400 in FY 2013-14 for the Records
Management Center Manager to attend County and District Clerk Annual Records Conferences
and records training classes at the Texas State Library in Austin, Texas.

an increase in the amount of funding for shredding trucks and increases in electricity and water
due to the installation of a new air conditioner.

estimates due to one-time costs associated with new office furniture.

The FY 2013-14 Adopted Budget includes $27,870 in Capital Expenditures for an A/C
Replacement Project within the Records Centers interior offices.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Budget

Records Management Center Manager 1 1 1

Total Records Management Center Fund 3 3 3

641
Bexar County, Texas
Other Post Employment Benefit (OPEB) Fund 506

FY 2011-12 FY 2012-13 FY 2013-14

Actuals Estimates Budget

AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$5,573,001 $3,093,074 ($812,371)

$5,573,001 $3,093,074 ($812,371)

Revenue
Other Revenue
$17,363 $4,868 $3,500
2,029,582 2,338,004 2,345,044
Subtotal
$2,046,945 $2,342,872 $2,348,544

Interfund Transfers
$1,036,584 $0 $4,812,102
Total Revenues
$3,083,529 $2,342,872 $7,160,646

$8,656,530 $5,435,946 $6,348,275

APPROPRIATIONS

General Government
$5,563,456 $6,248,317 $6,841,371
Subtotal
$5,563,456 $6,248,317 $6,841,371

$5,563,456 $6,248,317 $6,841,371

$3,093,074 ($812,371) ($493,096)

$8,656,530 $5,435,946 $6,348,275

642
Other Post Employee Benefit Fund

Program Description: GASB Statement 45 was issued in 2004 as a result of a growing concern
that state and local governments were not recognizing the liability of post-employment benefits, such as
retiree health benefits, in their annual financial statements. The Statement requires that these liabilities
now be reported. Bexar County must now recognize other post-employment benefits (OPEB) earned by
employees during the time they were actually employed. In order to comply with GASB 45, Bexar
County has established an OPEB fund.

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Retiree Medical Expenses $5,278,087 $5,145,469 $5,988,748 $6,574,015
Retiree Administration Fees 285,369 257,279 259,569 267,356

Total $5,563,456 $5,402,748 $6,248,317 $6,841,371


The total budget represents a 9 percent increase when compared to FY 2012-13 estimates. This
increase is due to an anticipated 9 percent increase in healthcare costs associated with retirees.
- FUND: 506
643
Bexar County, Texas
Firing Range Fund 512

FY 2011-12 FY 2012-13 FY 2013-14


AVAILABLE FUNDS

Beginning Balance

Undesignated Funds $ 0 $ 0 $ 83,140

Total Beginning Balance $ 0 $ 0 $ 83,140

Revenue

Service Fees $ 0 $ 0 $ 0
Other Revenue

70 50
Subtotal $ 0 $ 0 $ 0

Interfund Transfers $ 0 $ 193,595 $ 96,836
Total Revenues $ 0 $ 193,665 $ 96,886

TOTAL AVAILABLE FUNDS $ 0 $ 193,665 $ 180,026

APPROPRIATIONS

General Government $ - $ 110,525 $ 179,434
Contingencies 473
Subtotal $ - $ 110,525 $ 179,907
TOTAL OPERATING APPROPRIATIONS $ - $ 110,525 $ 179,907

Appropriated Fund Balance $ - $ 83,140 $ 119

TOTAL APPROPRIATIONS $ - $ 193,665 $ 180,026

644
FIRING RANGE FUND
Program Description: The Bexar County Firing Range Facility will serve Deputies and Officers
from the Bexar County Sheriffs, Constables, Fire Marshals, and Probation Offices. This multi-purpose,
multi-yardage facility is designed to support existing and future firearm (handgun and shotgun) training
requirements for day or night scenarios. The facility is also equipped with a roof to support training
during inclement weather. Facilities and Parks Management is responsible for the operation of the facility.
The Firing Range facility will be available for use by other law enforcement entities. Revenues collected
from these entities will be deposited into this fund to pay the costs associated with the operations of this
facility.
Appropriations:
FY 2011-12
Actual
FY 2012-13
Budget
FY 2012-13
Estimate
FY 2013-14
Budget


Total $0 $193,595 $110,525 $179,907


Overall, the FY 2013-14 Adopted Budget for the Firing Range Fund increases significantly when
compared to FY 2012-13 estimates, as the Firing Range transitions to a full year of operations.

The Personnel Services group increases significantly when compared to FY 2012-13 estimates.
Reduced expenditures occurred during FY 2012-13 because the Rangemaster position was filled in
J une 2013. Full funding is provided for authorized positions in FY 2013-14.

estimates. Funding is for certifications and training for the Rangemaster as required by the TCLEOSE
Firearms Instructor Proficiency Certification and National Rifle Association Range Safety Officer
Certification. Funding is also provided for training maintenance personnel on the maintenance of
electronic equipment related to the Firing Range.

The Operational Costs group decreases by 2.3 percent when compared to FY 2012-13 estimates.
Sufficient funding for building repairs and maintenance is appropriated for FY 2013-14 based on
historical expenditures.

- COMPANY: 512
645
Sufficient funding is provided for all accounts including tools and hardware, office supplies, and
safety supplies for the Division.



One existing Maintenance Mechanic II position is funded 75 percent from the General Fund
and 25 percent from the Firing Range Fund. This position can be found in the authorized
positions list of the General Fund Juvenile Institutions Maintenance Division.
FY 2011-12 FY 2012-13 FY 2013-14

Rangemaster 0 1 1

Total Firing Range Fund 0 2 2
646

APPENDIX

647

Bulverde Road Project (Precinct 3)
Bulverde Road is a multi-phase project. Phases IV and V are currently under design and construction
respectively, these projects will reconstruct Bulverde Road from Marshall Road to the intersection of Smithson
Valley Road and Bulverde Road. The existing two lane road section will be expanded to a four lane section
with four foot shoulders and left turn lanes where they are required. The project will remove a portion of
Bulverde Road near Smithson Valley Road from the flood plain by construction of a bypass channel in Bexar
County acquired right-of-way. Additional improvements provided by the project include three traffic signals
along the corridor and the addition of a sidewalk from Marshall Road to Bulverde Oaks.

648

BEXAR COUNTY

STATEMENT OF FINANCIAL POLICIES

I. GENERAL

1.01 The County will operate on a fiscal year which begins on October 1 and ends on
September 30.

1.02 The County will conduct its financial affairs in conformity with State and Federal laws.
This Statement of Financial Policies shall be approved by Commissioners Court and
reviewed on an annual basis as a part of the budget process.

II. ACCOUNTING, AUDITING, & FINANCIAL PLANNING

2.01 The Bexar County Auditor's Office maintains records on a basis consistent with accepted
principles and standards for local government accounting, as determined by GASB and
GFOA.

2.02 Regular monthly and annual financial reports are issued summarizing financial activity.
The monthly financial reports are presented to Commissioners Court and are distributed
to offices and departments.

2.03 A financial audit is performed annually by an independent public accounting firm, and an
official opinion and annual financial report is published and issued.

2.04 Annually, Commissioners Court will accept the audited Comprehensive Annual Financial
Report for the past fiscal year.

2.05 Full disclosure is provided in the annual financial and budget reports and bond
representations.

III. BUDGETING

3.01 The County budgets resources on a fiscal year which begins October 1 and ends on the
following September 30th.

3.02 Bexar County prepares and maintains a long range five year financial forecast which: a)
develops a local, regional, state and national economic outlook and describes the
potential impact on Bexar County; b) updates reserve and expenditure projections for the
next five years; c) projects capital improvement requirements over the five-year period,
including future operating costs associated with all projects; d) updates revenue and
expenses for each year in the period; and e) describes the strategic issues that present the
County with challenges and opportunities for the future and, in some cases, assesses their
fiscal impact.

649

3.03 Budget manuals for annual preparation, which include forms and instructions as
necessary, shall be distributed to County offices and departments no later than April 30 in
each year. All offices and departments must return their proposals no later than J une 15
in that year.

3.04 The proposed budget shall be prepared and distributed to all of the Commissioners Court
members on or before August 30 of the preceding fiscal year.

3.05 The proposed budget shall be presented in the following format:

a. Fund balance schedules;

b. Revenue estimates;

c. Operating and maintenance expenditures by office or department and major
expense categories;

d. Capital projects funding;

e. Debt service summarized by issues by fund.

3.06 The proposed budget shall also contain:

a. Program summaries for each office and department;

b. Performance indicators that include workload, efficiency and effectiveness
measures for each office and department;

c. Descriptions and detailed cost analysis of proposed program changes;

d. A discussion of capital projects proposed for funding;

e. A list of proposed authorized positions, by section where appropriate, for each
office and department;

f. Any additional information, data, or analysis requested of management by the
Commissioners Court.

3.07 The proposed budget submitted by August 30 shall be balanced.

3.08 The initial proposed budgeted revenues are provided by the County Auditor's Office no
later than J une 15. Revenue projections are revised by the County Auditors Office by
August 10 thereafter to reflect the certified tax roll data.

3.09 Commissioners Court shall adopt the tax rate and the budget by Court Order before
September 23 to allow sufficient time to send out property tax statements to the citizens.

3.10 The Budget Division will prepare a report on the budget status and trends and submit it to
Commissioners Court quarterly.

650

3.11 The County budgeting procedures attempt to identify distinct functions and activities
performed by the County, and to allocate budget resources adequate to perform these
functions and activities at a specified level of service. The budget process will be
coordinated with the County wide strategic planning process and will reflect the goals
and objectives developed through this process.

3.12 The County will continue to integrate performance measurement and productivity
indicators with the budget process where appropriate. The County will use efficiency and
effectiveness measures.

3.13 The County will continually strive to improve the budget development and monitoring
process and will evaluate and utilize when appropriate innovative, alternative approaches
to costing and budgeting.

3.14 Appropriations as approved by the Commissioners Court, are set upon the books of the
County by the County Auditor.

a. The following general categories are used to appropriate funds annually:

1. Personnel Services
2. Travel and Remunerations
3. Operational Costs
4. Supplies and Materials
5. Capital Expenditures
6. Debt Retirement
7. Contingencies
8. Interfund Transfers

Detailed expenditures in each of these categories are maintained by the County
Auditor.

b. Annually, the budget will be developed for each office and department at the
division and/or section level to better represent their organization structures.
However, the budget document will appropriate funds at the office and
department level and fiscal control shall occur at this level.

c. Exceptions to this are budgets that are controlled at the division level and which
are: the Sheriff's Office as Law Enforcement, Adult Detention, and Support
Services; and the J uvenile Office as Detention, Probation, Family Support
Services - Probation, Family Support Services-Domestic Relations Office (a
separate fund); Parks and Facilities Management as Facilities Maintenance -
Adult Detention, Facilities Maintenance - County Buildings, Facilities
Maintenance - J uvenile Detention, Parks. Public Works as Road and Bridge
Fund, Parking Facilities Fund and Fleet Maintenance Fund; Community
Resources as Veterans Services, Community Programs, Direct Client Services,
and Dispute Resolution (a separate fund); and J udicial Services and APDO, Pre-
trial Services, and Criminal Investigation Laboratory, Medical Examiners Office
and Administration; Economic Development as Administration, Agricultural
Extension Services, and SMWBE.

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d. Appropriations in the Capital Projects Funds are made on a project basis across
multiple fiscal years rather than on a single fiscal year basis and are carried
forward until the projects are completed.

e. Appropriations in the Grant Funds are made on a grant year basis by project
rather than on a County fiscal year basis.

3.15 Except for capital project, grant and federal entitlement appropriations, or for
encumbrances outstanding in any fund, unused appropriations lapse at the end of each
fiscal year.

3.16 Commissioners Court shall approve all budget transfer in amounts over $100,000. The
County Manager/Budget Officer shall approve all budget transfers in amounts up to
$100,000.

3.17 For budget transfers taking funds from Appropriated Fund Balance, and for budget
transfer amounts over the $100,000, Commissioners Court approval is required

3.18 Under the more flexible, higher level of budgetary control in effect, offices and
departments are accountable for not exceeding their annual budgetary appropriations.

3.19 Bexar County will, during the annual budget process, identify areas for performance
reviews to judge the effectiveness and efficiencies of County services. Annually, the
Commissioners Court will adopt a work plan for the performance reviews that will be
completed during the fiscal year.

3.20 Cost/benefit studies will be conducted, where appropriate and applicable, on non-
recurring expenditures, capital projects and operational alternatives.

IV. REVENUES AND TRANSFERS

4.01 Bexar County will maintain a diversified and stable revenue base to shelter it from short
term fluctuations in any one revenue source by doing the following:

a. Establishing user charges and fees as permitted by law at a level related to the
cost of providing that service including indirect costs when appropriate;

b. Pursuing legislative change, where necessary, to permit increases in user charges
and fees to allow the County to recover the full cost of services;

c. Aggressively collecting property tax revenues, including the filing of suit where
appropriate and necessary, as authorized by the Texas Property Tax Code.

d. Aggressively collecting all other fines, fees and revenues due the County.

4.02 Bexar County will set as a goal minimizing its reliance on non-recurring sources of
revenue including the use of prior year fund balances for recurring expenditures.

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4.03 Bexar County will actively pursue intergovernmental grant funding to fund programs that
have been identified as important to meet the Countys mission, vision, goals and
objectives.

V. RESERVES

5.01 The County will maintain an operating reserve for use in the event of unanticipated,
extraordinary expenditures and/or the loss of a major revenue source. The operating
reserve and specified contingencies shall be established at a minimum of one tenth
operating expenditures for any year. These funds can only be appropriated by an
affirmative vote of four of the five Commissioners Court members.

Therefore, it will be necessary for officials and department heads to review and control
expenditures such that the rate of expenditure does not exceed the approved budget.

5.02 The County will maintain a reserve requirement of not less than 10 percent of annual
Debt Service. The Debt Service reserve funds can only be appropriated by an affirmative
vote of four of the five Commissioners Court members.

5.03 Insurance reserves are established at a level, which, together with purchased insurance
policies, adequately cover the County and its officers against loss.

VI. PERSONNEL

6.01 At no time shall the number of regular employees on the payroll in each office or
department exceed the total number of positions authorized by the Commissioners Court
when approved as part of the annual budget or authorized by the County Manager outside
of the annual budget process. All personnel actions shall at all times be in strict
conformance with applicable federal, state, and County policies.

6.02 Compensation for overtime worked will be given in the form of compensatory time. No
overtime compensation shall be paid unless Commissioners Court specifically approves
an exception and authorizes payment in advance. All employees, regardless of the source
of funding for the position, accrue compensatory time at the rate of one hour for every
hour for exempt employees and at the rate of one and one half hour for every hour
actually worked over 40 in a regular work week for non-exempt employees.

6.03 Deletions and/or downgrades of positions may occur at any time during the fiscal year at
the department head or official's request or if a review of workload statistics indicates
that a reduction in force is practical in an office or department. All funds appropriated
for such deleted positions will be returned to the appropriate fund in the Contingencies -
Undesignated Funds account.

6.04 Additions, position reclassifications, reorganizations, etc., are prepared by the requesting
office or department and reviewed by Budget and Grants Department. The Budget and
Grants Department will work with the initiating office or department to bring the
proposal for Commissioners Court consideration or to the County Manager if the request
is made outside of the Countys annual budget process.

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6.05 The County Manager has the authority to add, delete, hire, fire, discipline, demote,
promote, compensate, direct, and supervise all functions and staff that report to the
County Manager.

6.06 The Court may institute a freeze during the fiscal year on hiring, promotions, transfers,
and capital equipment purchases. Such action will not be used arbitrarily and will allow
for exceptions in appropriate areas to comply with emergency needs such as natural
disasters and/or loss of major revenue sources.

6.07 Commissioners Court shall approve all authorized positions and changes to them (this
does not include actions affecting the actual employees holding these positions) as part of
the annual budget process. The County Manager has the authority to review and, if
appropriate, approve all authorized positions, including adding and deleting positions,
and changes to them, including reclassifications and compensation changes, if a request is
made outside of the annual budget process by a County office or department.

6.08 Offices and departments may hire temporary help if:

a. Funds are available in the Salary, Temporary Help line item in the office or
departments adopted budget appropriations (organization level one); or

b. The adopted budget authorizes a temporary position(s).

In all other cases, Commissioners Court shall approve hiring temporary help.

6.09 The County maintains written Personnel Rules adopted by Commissioners Court and
available from the Human Resources Department.

VII. PURCHASING & FIXED ASSETS

7.01 All capital expenditure purchases will be initiated prior to August 15 each fiscal year; all
non-capital expenditure purchases will be initiated prior to September 10 each fiscal year.
Exceptions can occur at the Purchasing Agents and County Auditors discretion. Capital
projects and grant funded purchases are exempt from these deadlines.

a. Prior to adoption of the annual budget, the Purchasing Office will annually
provide a list of purchases that are not anticipated to be delivered until the next
fiscal year. The list of capital expenditures should be completed by August 31 or
as soon as possible thereafter and non-capital expenditures by September 15 or as
soon as possible thereafter.

7.02 All purchases of fixed assets with a value of $5,000 or more will be placed on the County
inventory.

7.03 Each County office and department will protect the Countys investment in capital assets
by performing and reporting to the County Purchasing Agent and County Auditor a
complete inventory at least once annually.

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7.04 Capital expenditures for projects are budgeted by project and must be spent accordingly.
Any request for unbudgeted capital projects throughout the fiscal year must be submitted
to the Budget and Financial Services Division and approved by Commissioners Court.

7.05 Where possible, items in good, safe, useable condition placed in surplus will be used:

a. To supplement expenditure for new budgeted capital purchases;

b. To supplement expenditure for replacement/budgeted capital purchases;

c. To supply needed unbudgeted new and replacement equipment.

The Purchasing Agent transfers surplus supplies, materials and equipment.

7.06 Offices and departments will make every effort to use furniture refurbished through the
Sheriffs Office J ail Industries Program.

7.07 Prior to submission of the requisition, the executive in charge of the Information
Services Division shall approve all purchases of information and communication
technology including but not limited to: all mainframe and microcomputer
software; all mainframe hardware and peripherals; all microcomputer hardware
and peripherals; all telecommunications and data systems hardware and software.

VIII. DEBT MANAGEMENT

8.01 The County maintains a written Debt Management Policy adopted by Commissioners
Court and include in the Administrative Policies book.

IX. INVESTMENT AND CASH MANAGEMENT

9.01 The County maintains a written Investment Policy adopted by Commissioners Court and
included in the Administrative Policies book.

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BEXAR COUNTY

FINANCIAL AND MANAGEMENT SERVICES

DEBT MANAGEMENT POLICY

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Table of Contents

Section Title Page

1. Purpose and Objectives .........................................................................................2

2. Scope........................................................................................................................3

3. Roles and Responsibilities .....................................................................................3

4. Reporting ................................................................................................................5

5. Organizations Affected..........................................................................................5

6. Use of Debt Instruments........................................................................................6

7. Structure and Type of Debt ..................................................................................6

8. Debt Limits ............................................................................................................7

9. Method of Sale........................................................................................................8

10. Reimbursement Resolution...................................................................................8

11. Refunding of Debt ..................................................................................................9

12. Variable Rate Exposure ........................................................................................9

13. Interest Rate Swap Agreement ...........................................................................10

14. Continuing Disclosure .........................................................................................11

15. Material Events ....................................................................................................11

16. Investment of Debt Proceeds ..............................................................................11

17. Arbitrage...............................................................................................................12

18. Capital Reporting System...................................................................................12

19. Definitions.............................................................................................................13

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BEXAR COUNTY
ADMINISTRATIVE POLICY
AND PROCEDURES MANUAL

ADMINISTRATIVE POLICY NUMBER: 03.12

TITLE: DEBT MANAGEMENT POLICY

PREPARED BY: Commissioners Court

ADOPTED DATE: August 14, 2007

REFERENCE: N/A

EFFECTIVE DATE: August 14, 2007

REVISED DATE: N/A
____________________________________________________________________________________________

Section 1

PURPOSE AND OBJECTIVES

1.1 Purpose

The purpose of this policy is to provide guidance regarding the issuance, management,
continuing evaluation and reporting on all debt obligations issued by Bexar County,
Texas (the County). The Bexar County Commissioners Court recognizes there are no
absolute rules or easy formulas that can substitute for a thorough review of all
information affecting the Countys debt position. Debt decisions should be the result of
deliberative consideration of all factors involved. This policy is intended to augment the
deliberation process by addressing the methods, procedures and practices to be utilized to
ensure effective and judicious fiscal management of County funds.
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The terms of this Debt Management Policy (the Policy) are intended to comply with all
Texas and Federal Law governing debt, including, but not limited to, Texas law, Internal
Revenue Service rules and regulations, United States Securities and Exchange
Commission (SEC) regulations, Municipal Securities Rulemaking Board (MSRB)
regulations, court rulings, and existing County debt covenants.

1.2 Objectives

Debt Management shall be conducted with the primary objectives of:

Maintaining and improve the Countys existing credit rating;
Maintaining access to capital; and
Minimizing borrowing costs

Section 2

SCOPE

2.1 This Policy shall govern debt obligations issued by the County that finance the
construction or acquisition of infrastructure and other assets or to refinance existing debt.
The County may also desire to issue debt obligations on behalf of external agencies, non
profit corporations, or other authorities for the purpose of construction or acquisition of
infrastructure or other assets that further the goals and objectives of County government.
In that case, the County shall take reasonable steps to confirm the financial feasibility of
the project and the financing solvency of any necessary borrower; and shall take all
reasonable precautions to ensure the public purpose and financial viability of such
transactions. This policy does not apply to the Countys Capital Lease Program.

Section 3

ROLES AND RESPONSIBILITIES

3.1 As provided by the Texas Local Government Code, each member of Commissioners
Court has a fiduciary responsibility in the management of the Countys indebtedness. All
debt programs are to be made in accordance with applicable Texas and federal
regulations. The Commissioners Court will approve all County indebtedness.

3.2 The Executive Director of Planning and Resource Management has the primary
responsibility for making debt-financing recommendations to the Commissioners Court.

3.3 The Executive Director of Planning and Resource Management, or their designee, will
coordinate all activities necessary to issue debt, including, but not limited to:

Review of resolutions provided by bond counsel;
Review of offering memoranda provided by financial advisors; and
Review of all related financial analyses.
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ROLES AND RESPONSIBILITIES (Continued)

3.4 The Executive Director of Planning and Resource Management, or their designee, will
report annually to the Commissioners Court:

a. A projected list of expected capital needs for the year;
b. An annual debt issuance schedule for capital projects;
c. An updated five-year capital improvement plan as part of the budget;
d. Certification that the County is current on all debt service payments; and
e. Disclosure of any bond covenant violations or defaults over the past year.

3.5 The Executive Director of Planning and Resource Management, or his designee, will
implement and oversee the Capital Reporting System for County offices and departments
pursuant to Section 17 of this policy.

recommend to the Commissioners Court a financing team consisting of bond counsel,
financial advisors, and underwriters.

3.7

The Office of the County Auditor is responsible for reporting monthly in its financial
report a schedule that includes outstanding debt requirements as well as commercial
paper activity. These reports will include principal and interest requirements, dates for
each and related interest rates.

3.8 The Office of the County Auditor is responsible for assuring that all debt service
payments are made in a timely manner to the appropriate paying agents.

3.9 The Office of the County Auditor is responsible for preparing the annual continuing
disclosure and the Countys bond counsel is responsible for reviewing, approving, and
submitting the continuing disclosure pursuant to SEC Rule 15c-12.

3.10 The Office of the County Auditor is responsible for the annual estimation of the
cumulative rebate amount (arbitrage) for each debt issuance as defined in Section
148(f)(2) of the Internal Revenue code. These annual estimates are for informational and
internal reporting purposes only.

3.11 The Office of the County Auditor is responsible for ensuring compliance with the filing
requirements with the Internal Revenue Service related to arbitrage.

3.12 Offices and Departments administering projects financed with debt funding are
responsible to comply with Section 17 of this Policy.
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Section 4

REPORTING

report annually to the Commissioners Court:

a. A projected list of expected capital needs for the year;
b. An annual debt issuance schedule for capital projects;
c. An updated five-year capital improvement plan as part of the budget;
d. Certification that the County is current on all debt service payments; and
e. Disclosure of any bond covenant violations or defaults over the past year.

4.2 The Office of the County Auditor is responsible for reporting monthly in its financial
report a schedule that includes outstanding debt requirements as well as commercial
paper activity. These reports will include principal and interest requirements, dates for
each and related interest rates.

4.3 The Office of the County Auditor is responsible for preparing the annual continuing
disclosure and the Countys bond counsel is responsible for reviewing, approving, and
submitting the continuing disclosure pursuant to SEC Rule 15c-12.

4.4 The Office of the County Auditor is responsible for the annual estimation of the
cumulative rebate amount (arbitrage) for each debt issuance as defined in Section
148(f)(2) of the Internal Revenue code. These annual estimates are for informational and
internal reporting purposes only.

4.5 The Office of the County Auditor is responsible for ensuring compliance with the filing
requirements with the Internal Revenue Service related to arbitrage

4.6 Offices and Departments administering projects financed with debt funding are
responsible to comply with Section 17 of this Policy.

Section 5

ORGANIZATIONS AFFECTED

5.1 All County offices and departments must comply with the guidelines and procedures set
forth in this Policy.

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Section 6

USE OF DEBT INSTRUMENTS

6.1 Debt financing will not generally be considered appropriate for any recurring purpose
such as current operating and maintenance expenditures. The County will use debt
financing for one-time capital improvement projects including appropriate operating
expenditures required to implement the projects under the following circumstances:

a. The project must be approved by Commissioners Court;
b. The projects useful life will be equal to or exceed the term of the financing;
c. The equipment has an expected useful life of at least the term of financing;
d. There are revenues sufficient to service the debt, whether from future property
taxes, user fees, or other specified and reserved resources; or
e. Compliance with the appropriate provisions of Texas Law and the Internal
Revenue Code of 1986, as amended.

6.2 Operating expenditures required to implement capital improvement projects will be
funded using debt financing in accordance with Chapter 1201, as amended Texas
Government Code and Chapter 1431, as amended Texas Government Code.

Section 7

STRUCTURE AND TYPE OF DEBT

7.1 Debt service will be structured to match projected cash flows and minimize the impact on
future property tax levies.

7.2 The term of the debt issuance should equal the lesser of the useful life of the asset being
financed or the maximum of 40 years in accordance with Chapter 1201, as amended
Texas Government Code.

7.3 The types of debt instruments to be issued by the County include:

a. General Obligation Bonds;
b. Certificates of Obligation;
c. Revenue Bonds
d. Refunding Bonds;
e. Commercial Paper;
f. Tax Anticipation Notes; and
g. Any other debt instrument authorized for issuance by a County in accordance
with the Texas Government Code or other applicable law

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STRUCTURE AND TYPE OF DEBT (Continued)

7.4 Individual revenue streams considered for proposed debt service should meet a minimum
debt service coverage ratio test of 1.10 along with any appropriate revenue or
contingency funds. Debt coverage is defined as total revenue divided by total debt
service.

Section 8

DEBT LIMITS

8.1 The County will not exceed the debt issuance limits described in Article 3, Section 52 of
the Texas Constitution and Chapter 1301 of the Texas Government Code.

8.2 The County shall use economic ratios as a tool to assist in providing an objective
analytical approach to determine debt capacity for new projects. These ratios may
include:

a. Debt per capita;
b. Debt as a percent of statutory debt limit;
c. Debt as a percent of appraised valuation;
d. Debt service payments as a percent of governmental expenditures; or
e. Level of overlapping net debt of all local taxing jurisdictions.

8.3 The County will maintain a debt service fund balance of at least 10 percent of the annual
debt service requirement for the fiscal year; provided; however, that this requirement
shall comply with the provisions of the Internal Revenue Code of 1986, as amended.

Section 9

METHOD OF SALE

9.1 The County may use competitive sales, negotiated sales, or private placements. When
considering the method of sale, the County will take into consideration:

a. Financial conditions;
b. Market conditions;
c. Transaction-specific conditions;
d. County-related conditions; and
e. Risks associated with each method.

9.2 Competitive sales are the preferred method under the following circumstances:

a. A general obligation pledge or annual appropriation of general revenue;
b. Simple structure and financial analysis;
c. Stable financial market; and
663
d. Moderate par amount.

9.3 Negotiated sales are the preferred method under the following circumstances:

a. Complex transactions that require extensive financial modeling, credit analysis, pre-
marketing efforts, or that are interest rate sensitive; and
b. Volatile financial markets.

9.4 Private Placement is the preferred method under the following circumstances:

a. Small issue size;
b. Questionable security for the issue; and
c. Overall cost savings to the County.

Section 10

REIMBURSEMENT RESOLUTION

10.1 As provided in the Texas Government Code, Section 1201.042, as amended, Department of the
Treasury Regulation, Section 1.150-2 of the Internal Revenue Code of 1986 as amended,
Commissioners Court may decide that it is in the Countys best interest to pass a reimbursement
resolution prior to the formal issuance of debt. The purpose of the resolution would be to
announce the intent to reimburse itself for expenditures related to capital programs for which debt
will be issued and the General Fund could then be reimbursed once the debt is sold. The County
will intend to reimburse itself within 18 months fromthe later of date of the original expenditure
or the date the property financed is placed into service (but in no event more than 3 years after the
original expenditure is paid).

Section 11

REFUNDING OF DEBT

11.1 The County may elect to refund existing debt for reasons including, but not limited to,
the following:

a. To achieve Net Present Value (NPV) savings generally of at least 3 percent;
b. To update bond covenants on outstanding debt which impair efficient operations
or prohibit necessary or desirable activities;
c. To restructure the debt service schedules associated with outstanding bond issues;
or
d. To alter bond characteristics such as call provisions or payment dates.

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REFUNDING OF DEBT (Continued)

11.2 If a refunding is undertaken, the County will evaluate:

a. Issuance costs that will be incurred;
b. Interest rate at which the refunding bonds can be issued;
c. Maturity dates of the refunded bonds;
d. Call date (if any) on the refunded bonds; and
e. Call premium (if any) on the refunded bonds

Section 12

VARIABLE RATE EXPOSURE

12.1 The County may use variable rate debt (including commercial paper) to lower the cost of
borrowing and provide a hedge against interest rate risk.

12.2 The County should establish a target of not to exceed 20 percent of its total outstanding
debt in a variable rate mode.

12.3 Variable rate debt should be converted to fixed rate debt as necessary to maintain the 20
percent target, to meet the particular needs of a financing program, or to lock in low long
term fixed interest rates.

12.4 When issuing variable rate debt, the County will have appropriate contingency plans in
place, such as reserves or hedging instruments, to mitigate the risk associated with rising
interest rate environments.

Section 13

INTEREST RATE SWAP AGREEMENTS

13.1 The County will consider the use of interest rate swap agreements on a case-by-case basis
and consistent with Texas law and financial prudence.

13.2 Interest rate swap agreements may be used for the following purposes:

a. To achieve significant savings as compared to other, non-derivative type
products available in the bond market;
b. To prudently hedge risk in the context of a particular financing or the overall
asset/liability management of the County;
c. To incur variable rate exposure within prudent financial guidelines;
d. To achieve more flexibility in meeting overall financial objectives than
available in conventional markets; or
e. To accomplish a financial objective not otherwise obtainable using traditional
financing methods.
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13.3 The County will not enter into an interest rate swap agreement without advice of an
independent advisor and bond counsel.

13.4 The County may enter into an interest rate swap agreement if the counterparty has at least
two long term unsecured credit ratings of at least equal to the Countys long term general
obligation rating from Fitch Ratings, Moodys Investors Service or Standard & Poors
Ratings Services and the party has demonstrated experience in successfully executing
interest rate swap agreements.

13.5 The County will select counterparties utilizing one of the Methods of Sale as outlined in
Section 9 of this policy.

13.6 Before entering into an interest rate swap agreement, the County shall evaluate all the
risks inherent in the transaction including counterparty risk, termination risk, rollover
risk, basis risk, tax event risk, credit risk and amortization risk. Evaluation of risk will
also include the following considerations:

a. Uncertainty with respect to the Countys future debt obligations;
b. Effect on the Countys credit quality;
c. Cumulative exposure to all risk factors identified;
d. Difficulty and costs associated with terminations; and
e. Limitations on the ability to refund the swaps underlying bonds.

13.7 The County will monitor interest rate swap agreements on a quarterly basis to ensure
compliance with corresponding swap documentation.

Section 14

CONTINUING DISCLOSURE

14.1 The County will periodically review the requirements of the Municipal Securities
Rulemaking Board (MSRB) and the recommendations of the Government Finance
Officers Association (GFOA), including the GFOA recommendation that financial
statements be prepared and presented according to generally accepted accounting
principles.

14.2 The County will remain in compliance with SEC Rule 15c2-12 by filing its annual
financial statements and other financial and operating data for the benefit of its
bondholders within six months after the end of each fiscal year.

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Section 15

MATERIAL EVENTS

15.1 Material Events are defined as those events, which are considered likely to reflect on the
credit supporting the securities.

15.2 The County will issue a material event notice in accordance with the provisions of SEC
Rule 15c2-12.

15.3 The events Bexar County will consider material are:

a. Principal and interest payment delinquencies;
b. Non-payment related defaults;
c. Unscheduled draw on debt service reserves reflecting financial difficulties;
d. Unscheduled draw on credit enhancements;
e. Substitution of credit or liquidity providers, or their failure to perform;
f. Adverse tax opinions or events affecting the tax-exempt status of the security;
g. Modification to rights of the security holders;
h. Bond calls;
i. Defeasances;
j. Release substitution, or sale of property securing repayment of the securities;
k. Rating changes; and
l. Any change in the Countys fiscal year

Section 16

INVESTMENT OF DEBT PROCEEDS

16.1 Debt proceeds will be invested in accordance with the Countys Investment Policy #3.10
or as otherwise permitted in the order or resolution authorizing the issuance of the debt.

16.2 Interest earned on proceeds from bonds, certificates of obligation, commercial or other
short-term or long-term debt proceeds (excluding capital lease proceeds) is allocated to
the Debt Service Fund.

16.3 Interest earned on proceeds from bonds, certificates of obligations, or other short-
term or long-term debt proceeds (excluding capital lease proceeds) allocated to
the Debt Service Fund shall be used solely to pay current and future debt service
payments, as well as all related issuance cost.

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Section 17

ARBITRAGE

17.1 The County will follow a policy of full compliance with all arbitrage rebate
requirements of the Internal Revenue Code of 1986, as amended and its adopted
rules and regulations, and will perform (via contract consultant) arbitrage
calculations for each debt issue subject to rebate on an annual basis. All
necessary rebates liability will be filed and paid when due.

Section 18

CAPITAL PROJECT REPORTING SYSTEM

18.1 The Capital Reporting System is an internal reporting system used to track actual
cash needs for capital improvement projects to be debt financed by requiring
offices and departments administering a capital project to detail the different
phases of the project, a timeline for each phase, and cost per phase pursuant to
17.3 and 17.4 of this section.

18.2 As set forth in Section 3 of this policy, the Executive Director of Planning and
Resource Management is responsible for making debt-financing recommendations
to the Commissioners Court. In order to ensure sufficient cash flow is available to
meet capital improvement project cash requirements, an annual debt issuance
schedule is required. The Capital Reporting System will provide the basis for the
annual debt issuance schedule.

18.3 Upon approval of a new debt-financed project during the annual budget process,
each office or department will complete the Initial Project Outline form
(Appendix A). This form will be submitted to Planning and Resource
Management not later than October 15
th
in any given fiscal year.

18.4 In order to update the annual debt issuance schedule, each office or department
administering a project funded through debt financing will submit a Quarterly
Project Report (Appendix B). The report will be submitted to Planning and
Resource Management not later than the 15
th
day following the end of each
quarter of the Countys fiscal year.

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Section 19

DEFINITIONS

19.1 Definitions:

a. Arbitrage Arbitrage is the profit that results from investing tax-exempt proceeds in
higher-yielding taxable securities. In general, Internal Revenue Service (IRS)
Regulations require that positive arbitrage earnings be rebated back to the
government.

b. Bond Indenture The contract that sets forth the promises of a bond issuer and the
rights of investors in the bond.

c. Bond Covenant A clause in a bond indenture that either requires or forbids some act
by, and the issuer is obligated to comply with the covenant by virtue of issuing its
bonds.

d. Call Dates The date, prior to maturity, on which a callable bond may be redeemed.

e. Call Premium The price, as established in the bond covenant, at which bonds will
be redeemed.

f. Certificate of Obligation The Certificate of Act of 1971 (as amended) permits a
County to issue certificates of obligations for the purpose of paying contractual
obligations incurred in the construction of public works and the purchase of
materials, supplies, equipment, buildings, professional services and real property.
Certificates of obligation are normally secured by ad valorem tax revenue and there is
no requirement for voter approval.

g. Call Provisions A clause in a bond contract granting the issuer the right to buy back
all or part of an issue prior to the maturity date.

h. Capital Lease A contract for the purchase of capital equipment through installment
payments.

i. Commercial Paper Short-term, unsecured promissory notes usually backed by a line
of credit with a bank. Maturities do not exceed 270 days.

j. Competitive Sales A sale whereby the issuer determines the bond structure and
solicits bids. The bonds are then awarded to the underwriting firm that submits the
lowest interest costs for the debt.

k. Continuing Disclosure The principal that accurate and complete information
material to the transaction, which potential investors would be likely to consider
669
material in making investment decisions with respect to the securities, be made
available on an ongoing basis.

l. General Obligation Bonds backed by the annual levy of an ad valorem tax as
necessary, within the limits prescribed by law (if any), to pay off the bonds. Bonds
are issued upon approval by the public in an election.

m. Interest Rate Management Agreement An agreement entered into in connection
with the issuance of debt by an issuer or in connection with debt already outstanding,
with a counterparty to provide for an exchange of payments based upon fixed and/or
variable interest rates.

n. Issuance Costs The expenses associated with the sale of new securities, including
such items as underwriters spread, printing, legal fees and rating costs.

o. Negotiated Sales A sale whereby the issuer selects an underwriter in advance so
that the underwriter can assist with determining the appropriate structure of the
bonds.

p. Private Placement A sale whereby the issuer sells the bonds directly to an
institutional investor.

q. Refunding Bonds Bonds issued to retire a bond already outstanding that may be
sold for cash and outstanding bonds redeemed with cash or exchanged with holders of
outstanding bonds.

r. Revenue Bonds Bonds issued where the money raised to pay off the bonds comes
from a non-tax revenue source or a special/specific enterprise fund.

s. Tax Anticipation Notes Short-term notes issued in anticipation of collections of
taxes. Short-term notes issued by the county to finance current operations, with
repayment from anticipated tax receipts. Also called tax anticipation warrant. These
notes are issued at a discount, and must have a maturity of thirteen months or less,
and mature either at a specific future date or when property and other taxes are
collected. Tax anticipation notes hold first claim on tax receipts when collected.

t. Variable Rate Debt Bonds with interest rates that fluctuate based upon an index or
pricing procedure. These bonds often offer lower interest rates and have short
maturities.
670

Approved Project:
Funding Codes (Fund/Agency/Org):
Approved Budget:
Sponsoring Office/Department:
Project Liaison: Name
Title
Office Location
Phone Number
Phase Start Date/Completion Date Approved Budget
Office/Department Approval:
Authorized Signature Date
Timeline by Phase and Budget:
Bexar County Capital Improvement Program
FY 2006-07
Initial Project Outline

Appendix A
671
16 16
Approved Project:
Approved Budget:
Title
Office Location
Phone Number
Phase
Start Date/ Completion
Date Estimated Cost Approved Budget
If the project timeline and/or budget has changed since last quarter, please explain:
Attach contracts approved for this project since last quarterly project report
Current Project Timeline by Phase and Budget:
FY 2006-07
Quarterly Project Report
Approved Project:
Approved Budget:
Title
Office Location
Phone Number
Phase
Start Date/ Completion
Date Estimated Cost Approved Budget
If the project timeline and/or budget has changed since last quarter, please explain:
Attach contracts approved for this project since last quarterly project report
Current Project Timeline by Phase and Budget:
FY 2006-07
Quarterly Project Report

Appendix B
672
GLOSSARY OF TERMS

Account: An individual 5 digit code in the Countys financial system which corresponds to a line-item in
any given appropriation. It is the most detailed unit in the accounting string. For example, in the
appropriation Personnel Service, account 50200 is the defined line-item for Social Security expenditures.

Accounting System: The total set of records and procedures, which are used to record, classify, and
report information on the financial status and operations of an entity.

Accounting Unit: A four digit code in the Countys financial system which corresponds to a given
division within a department or office.

Accrual: Accrual accounting/budgeting refers to a method of accounting/budgeting in which revenues
are recorded when earned and outlays are recorded when goods are received or services are performed,
even though the actual receipts and disbursements of cash may occur, in whole or in part, in a different
fiscal period.

Activity: (1) A specific unit of work or service. (2) A county financial system code designating funding
for a capital project or grant.

APDO: Appellate Public Defenders Office.

Appropriated Fund Balance: The excess of an entity's revenues over its appropriations for a specific
period of time that is appropriated as part of the adopted budget. This fund balance is available for
emergencies or unforeseen expenditures.

Appropriation: An authorization made by the Commissioners Court, which allows officials to incur
obligations and make expenditures of governmental resources. An appropriation is typically granted for
periods of one year and specified for fixed amounts.

Assessed Valuation: An estimated value placed upon real and personal property by the appraisal district
as the basis for levying property taxes.

Assets: Property owned by the County, which has monetary value.

Audit: A systematic examination of resource utilization. The audit is a test of management's internal
accounting controls and is intended to verify financial positions and the legality of transactions; to
identify improvements in accounting systems and accuracy and consistency of transactions; and to certify
the stewardship of officials responsible for governmental funds.

Authorized Positions: All positions authorized by Commissioners Court for each office and
department. This includes both full-time and part time positions. The numbers shown under authorized
positions for FY 2013-14 represent the full time equivalents.

Balance Sheet: A statement purporting to present the financial position of an entity by disclosing the
cost of its assets, liabilities, and equities as of a specified date.

Balanced Budget: A budget in which planned expenditures on goods, services, and debt income is equal
to income from taxation and other governmental receipts.

673
Base Line Budget: Ongoing expenses for personnel, contractual services, supplies, and equipment
required to maintain service levels previously authorized by the Commissioners Court.

BiblioTech: Bexar Countys own public digital library, the first of its kind nationwide.

Bond: Bonds are used as long-term debt instruments to pay for capital expenditures. A bond is a written
promise to pay a specified sum of money (principal) at a specified future date (maturity date), as well as
periodic interest paid at a specified percentage of the principal (interest rate).
Bond Rating: The credit-worthiness of a government as evaluated by independent agencies.

Budget (Operating): A financial operation plan consisting of proposed estimated expenditures for a
fiscal year and an estimate of proposed revenues. The term is also used to identify the officially
approved expenditure levels under which the County and its offices and departments operate.

Budget Calendar: The schedule of key or target dates that the County follows in the preparation and
adoption of the budget.

Budget Document: The instrument used by the Budget Officer to present a comprehensive financial
program to the Commissioners Court.

Budget Message: The general discussion of the proposed budget presented in writing as a part of or
supplement to the budget document. The budget message explains principal budget issues against the
background of financial experience and presents recommendations made by the Budget Officer.

Capital Assets (Fixed Assets): Assets of significant value that have a useful life of several years.

Capital Budget: A plan of proposed capital expenditures and the means of financing the proposals. The
capital budget is established as part of the County's budget, which includes both operating and capital
expenditures. The capital budget is based on a Capital Improvement Program.

Capital Expenditures: An expenditure group used to fund capital outlay purchases such as furniture,
computers, vehicles and kitchen and laundry equipment. Purchases made from the capital expenditures
group become fixed assets of the County.

Capital Improvement Program: A multi-year plan for capital expenditures, which sets forth each
proposed capital project, identifies the expected beginning and ending date for each project, the amount
to be expended each year, and the method of financing each capital project.

Capital Improvements Project Activity: A Capital Improvements Project Activity is one of the
following groups of actions usually undertaken in a capital improvements project: planning and
engineering, right-of-way acquisition, utility relocation, construction, and other costs for initial capital
equipment.

Capital Outlays: Expenditures for the acquisition of capital assets. Includes the cost of land, buildings,
permanent improvements, machinery, large tools, furniture, and equipment.

Carry Forward Balance: The amount of excess revenues over expenditures within the same fund that
are transferred from one fiscal year to the next.

674
Cash Management: The management of cash necessary to fund government services while investing
temporary cash excesses to earn interest revenue. Cash management refers to the activities of forecasting
the inflows and the outflows of cash, mobilizing cash to improve its availability for investment,
establishing and maintaining banking relationships, and investing funds to achieve the highest interest
and return available for temporary cash balances.

CDBG: Community Development Block Grant.

CEAP: Comprehensive Energy Assistance Program.

Certificate of Deposit: A negotiable or non-negotiable receipt for monies deposited in a bank or
financial institution for a specified period at a specified rate of interest.

Charge Back System: A system designed for expenditures to be expensed to the individual offices and
departments. This will help to appropriately charge the expenditures to the offices and departments.

Commodities: Items of expenditure which, after use, are consumed or show a material change in their
physical condition. Commodities are generally of limited value and are characterized by rapid
depreciation (i.e. office supplies, motor fuel, etc.).

Community Infrastructure and Economic Development: Pursuant to the Texas Constitution Article
III, 52-a and Chapter 380 of the Texas Local Government Code, a Municipality is authorized to
establish and provide for the administration of one or more programs for making grants of public money
to promote state or local economic development and to stimulate business and commercial activity in and
around the municipality. Using this Code, the City of San Antonio (COSA) created a program for the
purpose of making loans and grants available for economic development projects meeting certain criteria.

Contingency: A budgetary reserve set aside for emergencies or unforeseen expenditures.

Contractual Services: Services the County receives from an internal service fund or an outside entity.

Current Taxes: Taxes that are levied and due within one year.

Debt Service: The obligation to pay the principal and interest of all bonds and other debt instruments
according to a pre-determined payment schedule.

Delinquent Taxes: Taxes that are unpaid after the due date, in which a penalty is assessed for non-
payment.

Department: A major administrative division of the County that reports to Commissioners Court and
provides management responsibility for a group of related functions.

Depreciation: Expiration in the service life of capital assets attributable to wear and tear, deterioration,
physical elements, inadequacy, or obsolescence. Depreciation is also the portion of the cost of a capital
asset which is charged as an expense during a particular accounting period.

Effective Tax Rate: That tax rate which will generate the same amount of tax revenue on the same tax
base in the next fiscal year as in the current fiscal year.

675
Encumbrances: Obligations in the form of purchase orders, contracts, or salary commitments that are
reserved in specified appropriations. Encumbrances cease to exist when paid or when an actual liability
is established.

Enterprise Fund: A fund used to account for operations that are financed and operated in a manner
similar to private business enterprises where the intent of the governing body is to recover the cost of
providing goods through fees. Rate schedules for these services are established to insure that revenues
are adequate to meet all necessary expenditures.

Estimate: The estimated actual expenditures and revenues for the fiscal year prior to the budget fiscal
year. Used to determine the Carry Forward Balance.

Estimated Revenue: The amount of projected revenue to be collected during the fiscal year.

Expenditure Group: A grouping of similar expenditures used to exercise budgetary control. For
example, the Personnel Services expenditure group includes salaries, Social Security, Medicare,
retirement, group health insurance, group life insurance and workers compensation premiums. An office
or department can over run an individual line item as long as the expenditure group budget amount is not
exceeded.

Expenditures: The cost of goods and services rendered.

Fiscal Year: The time period designated by the County signifying the beginning and ending periods for
recording financial transactions. Bexar County has designated October 1 to September 30 as its fiscal
year.

Frozen Position: A position that is not filled and cannot be filled without approval of Commissioners
Court and the Budget Department.

Full Faith and Credit: A pledge of the County's taxing power to repay debt obligations.

Fund: An independent fiscal and accounting entity with a self-balancing set of accounts, identifiable
revenue sources and expenditures. Funds are segregated for the purpose of completing specific activities
or attaining certain objectives.

Fund Balance: The excess of an entity's revenues over expenditures and encumbrances over a specific
period of time.

Governmental Accounting Standards Board (GASB): The current source of generally accepted
accounting principles used by State and Local governments in the United States of America. GASB is a
private, non-governmental organization.

General Fund: The largest fund within the County. The General Fund accounts for most of the financial
resources of the government that may be used for any lawful purpose.

General Obligation Bond: General Obligation Bonds must be authorized by public referenda. Bonds
become General Obligation Bonds when the County pledges its full faith and credit to the repayment of
the issued bonds.

HOME: Home Investment Partnership Act.
676

HOPWA: Housing Opportunities for Persons with AIDS

Interfund Transactions: The expenditure group used to account for transfers between funds. This
group also includes cash matches budgeted for both anticipated and awarded grants.

Interfund Transfers: Amounts transferred from one fund to another.

Intergovernmental Grant: A contribution of assets by one governmental unit to another. In most cases
the grants are made to local governments from the State and/or Federal Governments. Intergovernmental
grants are usually made for specified purposes.

Intergovernmental Revenue: Revenue received from another government for a specified purpose. In
Bexar County, intergovernmental revenue is received from the City of San Antonio, the State of Texas,
the Federal Government, and other indirect sources.

Internal Service Fund: Funds utilized to account for the financing of goods or services provided by one
department or office to other departments or offices within a government.

Investment: Securities and real estate purchased and held for the production of income in the form of
interest, dividends, rentals, or base payments received.

Liability: Debt or other legal obligations arising out of transactions in the past that must be liquidated,
renewed, or refunded at some future date. A liability does not include encumbrances.

Long-Term Debt: Debt with maturity of more than one year after the date of issuance.

Maturities: The dates on which the principal or stated values of investments or debt obligations mature
and may be reclaimed.

Office: A major administrative division of the County headed by an elected or appointed official that
assumes overall management responsibility for the operation of a group of related functions.

OPEB: Other Post-Employment Benefits.

Operating Funds: Resources derived from recurring revenue sources used to finance ongoing operating
expenditures and "pay-as-you-go" capital projects.

Operational Costs: The expenditure group that includes all payments for services, including those
provided through County internal service funds. Examples of expenses included in this group are:
postage, utilities, medical and legal services, architectural and engineering services, printing,
microfilming, vehicle and radio repair and maintenance and contributions to other agencies.

Performance Indicators: Specific quantitative measures of work performed within an activity or
program (i.e. total number of investigations conducted by the Sheriff's Office). Types of performance
indicators include workload, efficiency (output) and effectiveness (outcome) indicators.

Personnel Services: An expenditure group that includes all personnel related costs such as salaries,
social security and Medicare, retirement, group health insurance, group life insurance and workers
compensation premiums.
677

Program Budget: A budget that focuses upon the goals and objectives of an agency or jurisdiction
rather than upon its organizational budget units or object classes of expenditure.

Program Change: Requests submitted by offices and departments during the budget preparation
process to change a level of service or method of operation. Generally, these requests are for additional
resources, including personnel, but may take the form of program reductions or eliminations.

Proprietary Funds: accounts for government activities that are similar to the commercial sector, such as
a water utility or transportation system.

Reconciliation: A detailed summary of increases and decreases in departmental expenditures from one
budget year to another.

Reserve: An account used to indicate that part of a fund's assets is legally reserved for a specific
purpose.

Resources: Total dollars available for appropriations including estimated revenues, fund transfers, and
beginning fund balances.

Revenue: The funds collected by a government.

Revenue Bonds: Government-issued bonds which do not pledge the full faith and credit of the
jurisdiction and must therefore rely on operating revenues other than property taxes to repay the debt.

Revenue Estimate: A formal estimate of the amount of revenue that will be earned from a specific
revenue source for some future period.

Risk Management: An organized attempt to protect a government's assets against accidental loss.

RFP: Request for Proposals

Shortfall: The excess of expenditures over revenues during a single accounting period.

Supplies and Materials: The expenditure group that includes all payments for commodities. Examples
of line items in this group include office supplies, small tools, ammunition, software, fuel and oil,
clothing and bedding and uniforms.

Tax Levy: The total amount raised by general property taxes for operating and debt service purposes.

Tax Rate : The amount of tax levied for each $100 of assessed valuation.

Tax Rate Limit: The maximum legal property tax rate at which a county may levy a tax. The limit may
apply to taxes raised for a particular purpose or for a general purpose.

Technology Fund: The appropriations from the technology improvements fee line item (included in the
individual offices and departments charge back system), where the actual purchases and expenses
associated with technology projects will occur.

TCDRS: Texas County and District Retirement System
678

TDHCA: Texas Department of Housing and Community Affairs.

Third Party Administration: An organization that processes insurance claims or certain aspects of
employee benefits plans for a separate entity.

TFID: Texas Task Force on Indigent Defense.

Travel and Remunerations: An expenditure group that includes travel, professional training, payments
to staff for extradition services, payment of wages to election workers, and stipends paid to jurors.

Unit Cost: The cost required to produce a specific product or unit of service.

User Charges (Fees): The payment of a fee for direct receipt of a public service by the party benefiting
from the service.

Yield: The rate earned on an investment based on the price paid for the investment.

679

CHANGE ORDER

680
1
Change Order FY 2013-14

Approval of the FY 2013-14 Proposed Budget
Commissioners Court approves the FY 2013-14 Proposed Budget as filed with the County Clerk and the
amendments recommended by the Budget Department included in the September 10, 2013 Memorandum
Recommended Changes to the FY 2013-14 Proposed Budget (Attachment 1), as well as approving
Attachments 2 through 14 for inclusion in the FY 2013-14 Adopted Budget.

Authorized Positions
The positions listed for each office and department in the FY 2013-14 Proposed Budget, as revised in
Attachments 1 through 14 and Adopted by Commissioners Court, are the authorized positions for FY
2013-14. Deletions of any non-collective bargaining agreement positions that are filled by an incumbent
as of September 30, 2013 in the FY 2013-14 Adopted Budget will be eliminated effective October 31,
2013, unless otherwise specified, to allow for a smooth transition of affected employees. New positions
are effective October 1, 2013 unless otherwise specified.

The following funds have positions budgeted: General Fund (100), Courthouse Security Fund (203),
Parking Facilities Fund (206), Public Works County Road and Bridge Fund (207), Flood Control
Operations Fund (208), Storm Water Mitigation Fund (209), Law Library Fund (210), Drug Court Fund
(211), Fire Code Fund (212), J uvenile Case Manager Fund (213), Dispute Resolution Fund (214),
Domestic Relations Office Fund (215), J ustice of the Peace Technology Fund (300), Self-Insured
Health and Life Fund (501), Self-Insured Workers Comp Fund (502), Fleet Maintenance Fund (504),
Records Management Center Fund (505), Community Venues Program Office Fund (507), Technology
Improvement Fund (565), Bexar County Capital Improvement Fund (700), Community Infrastructure and
Economic Development Fund (800), Grants in Aid Fund (800), HOME (802), CDBG (803), and Facilities
and Parks Management Firing Range (512).

The FY 2013-14 Proposed Budget, as adopted by Commissioners Court, controls expenditures at the
appropriation unit level for these funds. These appropriation units are:
Personnel Services
Travel,Training, and Remunerations
Operational Costs
Interfund Transfers
Contingencies
Court Appointed Attorneys

In the Public Works County Road and Bridge Fund, the road projects are controlled by project.

In the County Capital Improvement Fund, the capital projects are controlled by project.

In the Grants-in-Aid Fund, the grants are controlled by total grant allocation.

In the Technology Improvement Fund, revenue into the fund is provided by transferring the entire
Technology Improvement Fee line item appropriation each fiscal year from each office or department
budget to the Technology Improvement Fund.

In the Self Insured Funds, partial revenue into the fund is provided by the periodic transfer of the entire
Group Health, Group Life, and Workers Compensation line items appropriated each fiscal year from each
office or department budget to the respective funds.
681
2
In addition, the FY 2013-14 Proposed Budget, as adopted by Commissioners Court, controls expenditures
at the department and office level with the following exceptions. These budgets are controlled at the
division level as listed:

District Clerk

County Courts
Administration
County Court 1
County Court 2
County Court 3
County Court 4
County Court 5
County Court 6
County Court 7
County Court 8
County Court 9
County Court 10
County Court 11
County Court 12
County Court 13
County Court 14
County Court 15

County Clerk
County Clerk
Records Management Fund County Clerk

Family Protection Fund

Administration
District Court 144
th

District Court 175
th

District Court 186
th

District Court 187
th

District Court 226
th

District Court 227
th

District Court 290
th

District Court 379
th

District Court 399
th

District Court 437
th

District Clerk
District Clerk
District Clerk Technology Fund
Records Management Fund District Clerk
682
3

AgriLife
BiblioTech
Budget
Community Resources
Administration
Child Welfare Board
Community Programs
Mental Health Initiative
Mental Health Public Defenders
Veterans Services
Emergency Management
Facilities and Parks Management
Administration
Adult Detention Center
County Buildings
County Parks
Energy
Forensic Science Center
J uvenile Institutions
Firing Range Fund
Fire Marshal
Fire Code Fund
J udicial Services
Appellate Public Defenders Office
Criminal Laboratory
J udicial Services
Medical Examiner
Dispute Resolution Fund
Court Facilities Improvement Fund
Human Resources
Management & Finance
Mental Health Department
Public Works
Animal Control Services
Environmental Services
County Road and Bridge Funds
Fleet Maintenance Fund
Flood Control Funds
Storm Water Mitigation Fund
J uvenile
Child Support Probation
Institutions
Probation

J uvenile District Courts
District Court 289
th

683
4
District Court 386

th

District Court 436
th

Purchasing
Purchasing
Small, Minority, and Women Owned Business Enterprise

Sheriffs Office
Adult Detention
Law Enforcement
Support Services
Courthouse Security Fund

These funds, as stated, are appropriated and controlled at the accounting unit level. These appropriation
units are developed by summing up individual line items (object code allocations). The individual object
code allocations that were used to develop the budget appropriations are adopted in the FY 2013-14
Budgets will be supplied to the County Auditor for entry into the financial management system, and are
included in the adoption of the FY 2013-14 Budget. The County Auditor will use these object code
allocations to establish the FY 2013-14 individual budget accounts in the financial management system.

Recommended Changes to the FY 2013-14 Proposed Budget
Attachment 1, Recommended Changes to the FY 2013-14 Proposed Budget, is the recommended changes
to the FY 2013-14 Adopted Budget, as amended by Attachments 1 through 14.

Administrative Changes to the FY 2013-14 Proposed Budget
Attachment 2 is the list of administrative changes to the FY 2013-14 Proposed Budget.

FY 2013-14 Revenue Projections
Attachment 3 is the FY 2013-14 Revenue Projections, which includes the amount of revenue certified by
the County Auditors Office by line item.

Vehicle Replacement List
Attachment 4 is the FY 2013-14 vehicle replacement list.

Proposed Calendar Year 2014 Holiday Schedule
Attachment 5, Proposed Calendar Year 2014 Holiday Schedule, is the proposed paid holiday schedule for
calendar year 2014. This schedule is adopted as part of the FY 2013-14 Adopted Budget.

County Elected Officials Compensation
Attachment 6, County Elected and Precinct Officers Compensation, provides the salary and auto
allowance for Elected Officials that have changes to be effective the first pay period in October. The
Elected Officials Compensation documents are adopted as part of the FY 2013-14 Adopted Budget.

Collective Bargaining Agreement - Step Pay Plan
Attachment 7 is the Detention and Law Enforcement Step Pay Plan for October 2013 through September
2014 in accordance with the Collective Bargaining Agreement.

Non-Exempt Table
Attachment 8 is the Non-Exempt Pay Grade Table for FY 2013-14.

684
5
Order Approving County Auditor Budget and Salary of County Auditor, Assistant County
Auditors, and Court Reporters
Attachment 9 is the order approving the budget for the County Auditors Office, including the salaries of
the County Auditor and the Assistant County Auditors, and salaries of the Court Reporters.

District Clerks Preservation Plan
Attachment 10 is the FY 2013-14 District Clerks Preservation Plan.

County Courts-At-Law Narrative
Attachment 11 is the narrative for the County Courts-At-Law with administrative changes.

Criminal District Courts Narrative
Attachment 12 is the narrative for the Criminal District Courts with administrative changes.

Records Management Center Fund 505 Narrative
Attachment 13 is the narrative for the Records Management Center Fund 505 with a corrected Fund
Balance.

Other Post Employment Benefit (OPEB) Fund 506 Narrative
Attachment 14 is the narrative for the Other Post Employment Benefit (OPEB) Fund 506 with a corrected
Fund Balance.

685
Attachment 1
Recommended Changes to the FY 2013-14 Proposed Budget
General Fund Balance in the FY 2013-14 Proposed Budget 52,037,515 $
Increase/(Decrease) in FY 2012-13 General Fund Revenue Estimates 47,779 $
Increase/(Decrease) in FY 2012-13 General Fund Expenditure Estimates 589,223 $
Increase/(Decrease) in FY 2013-14 General Fund Revenue 3,249,630 $
Increase/(Decrease) in FY 2013-14 General Fund Proposed Appropriations 2,703,881 $
Revised Fund Balance 52,041,820 $
GENERAL FUND
Increase Operations Appropriation for Witness Services 30,000 $
Elections
Reclassify Two Analyst Programmer II (E-08) to Two Database Coordinators (E-09) 9,106 $
Increase Operations Appropriation for Technology Improvement 100,000 $
Increase Supplies Appropriation for Office Furniture 10,000 $
Authorize and Fund One Mail Courier II (NE-02) 41,848 $
Jury Operations
Increase Personnel Appropriation for the Reclassification of Chief Central J ury Bailiff 5,149 $
Non-Departmental
Increase Operations Appropriation for Legal Services 75,000 $
Decrease Operations Appropriation for Detention Services (350,701) $
Decrease Operations Appropriation for ICE (INS) (270) $
Decrease Operations Appropriation for BOP Inmate-Transport-Medical (2,569) $
Increase Operations Appropriation for US Marshal Western Transport 27,884 $
Increase Operations Appropriation for Outside Agencies
Catholic Charities 10,000 $
Club 12 1,000 $
The Clubhouse 25,000 $
Haven for Hope 15,000 $
Holy Cross Community Services 25,000 $
Home Comforts, Inc. 5,000 $
The Magik Theatre 10,000 $
MLK March 5,000 $
San Antonio Cultural Arts 15,000 $
The San Antonio Symphony 40,000 $
Seton Home 12,500 $
St. J ohn Bosco School 25,000 $
Increase Contingency Appropriation for Elected Official Salaries 434,505 $
Increase Contingency Appropriation for an additional One Percent Cost of Living Adjustment 650,000 $
Increase Contingency Appropriation for the Non-Exempt Table 1,200,000 $
Decrease Contingency Appropriation from Undesignated Funds (45,000) $
Increase Operations Appropriation for Contracted Services (Centro SA) 45,000 $
1
686
Attachment 1
Public Works - Environmental Services
Increase Operations Appropriation for Contracted Services (Health Inspections) 182,468 $
Sheriff-Support Services
Increase Operations Appropriation for Recruitment Services 41,580 $
Increase Operations Appropriation for Contracted Services (Critical Incidence Counseling) 15,885 $
Sheriff-Law Enforcement
Increase Supplies Appropriation for Ammunition 45,496 $
OTHER FUNDS
Fund 200 Records Management Fund - County Clerk
Increase FY 2013-14 Capital Appropriation 150,000 $
Decrease FY 2013-14 Appropriated Fund Balance (150,000) $
Increase FY 2013-14 Proposed Revenue 2,500,000 $
Increase FY 2013-14 Appropriated Fund Balance 2,500,000 $
Fund 205 District Clerk Technology Fund
Increase FY 2013-14 Proposed Revenue 93,750 $
Increase FY 2013-14 Appropriated Fund Balance 93,750 $
Fund 214 Dispute Resolution Fund
Increase FY 2013-14 Travel Appropriation 1,000 $
Fund 210 Law Library Fund
Increase FY 2012-13 Revenue Estimate 1,831 $
Decrease FY 2012-13 Transfers Out (1,831) $
Fund 212 Fire Code Fund
Increase FY 2013-14 Capital Expenditure Appropriation for Vehicles 84,440 $
Fund 400 Debt Service Fund
Increase FY 2012-13 Revenue Estimate 2,400,791 $
Increase FY 2013-14 Beginning Balance 2,400,791 $
Fund 565 Technology Improvement Fund
Increase FY 2012-13 Revenue Estimate 15,120 $
Increase FY 2013-14 Beginning Balance 15,120 $
Increase FY 2013-14 Proposed Revenue 100,000 $
Increase FY 2013-14 Operations Appropriation for BCIT Technology 100,000 $
Fund 700 Capital Improvement Fund
Authorize One Vehicle for the Mailroom 35,280 $
Authorize Adult Detention Center Improvements 247,500 $
Authorize BizTalk 150,000 $
2
687
Attachment 1
Fund 702 Flood Control Fund
Decrease FY 2012-13 Revenue Estimate (2,400,791) $
Decrease FY 2013-14 Beginning Balance (2,400,791) $
Fund 803 CDBG Program
Decrease FY 2012-13 Revenue Estimate (1,000) $
Decrease FY 2012-13 Expenditure Estimate (1,000) $
3
688
Attachment 2
1
Administrative Changes:

AgriLife
The Authorized Position List reads Agricultural Program Technician FY 201112 1, FY 2012-13 1,
FY 2013-14 1; these should read FY 201112 1.5, FY 2012-13 1.5, FY 2013-14 1 and deletes the
Agricultural Program Technician Part-Time line.

BiblioTech
The Authorized Position List reads Technical Center Assistant - Part Time FY 201112 0, FY 2012-13
3, FY 2013-14 3; this should read Technical Center Assistant FY 201112 0, FY 2012-13 1.5, FY
2013-14 1.5.

Budget Department
The Authorized Position List should reads, Budget Coordinator 0 for FY 2012-13 Estimate and should
read Budget Coordinator 1 for FY 2012-13 Estimate.

The Authorized Position List reads Chief of Staff to the County J udge FY 201112 1, FY 2012-13 1,
FY 2013-14 1; these should read 0.

The Authorized Position List should include: Senior Analyst FY 201112 - 0, FY 2012-13 1, and FY
2013-14 1.

The Authorized Position List should include: Office Supervisor 0 for FY 201112, FY 2012-13 1,
and FY 2013-14 1.

District Clerk
Authorization Position List reads Criminal Assignments Clerk II FY 201112 7, FY 2012-13 7, FY
2013-14 7; this should read FY 201112 7, FY 2012-13 7, FY 2013-14 7.5.

The Authorized Position List reads File Clerk - Part Time FY 201112 1, FY 2012-13 1, FY 2013-14
0; this should read FY 201112 .5, FY 2012-13 .5, FY 2013-14 0.

The Authorized Position List reads Court Order Clerk FY 201112 2, FY 2012-13 2, FY 2013-14 2;
this should read FY 201112 2, FY 2012-13 2, FY 2013-14 2.5 and deletes the Court Order Clerk
Part Time line.

The Authorized Position List reads File Clerk FY 201112 8, FY 2012-13 8, FY 2013-14 0; this
should read FY 201112 8.5, FY 2012-13 8.5, FY 2013-14 0 and deletes the File Clerk Part Time
line.

Economic Development:
The second program change description reads, transfer one Economic Development Coordinator (E-
07), and it should read, transfer one Economic Development Coordinator (E-09).

Elections
The FY 2012-13 Personnel Estimate reads $1,237,029 and should read $1,237,039.

Fire Marshal
The Authorized Position List reads, Deputy Fire Marshal FY 2011-12 10, FY 2012-13 10, FY 2013-
14 11, and it should read, Deputy Fire Marshal FY 2011-12 9, FY 2012-13 9, FY 2013-14 10.
689
Attachment 2
2

The Authorized Position funding allocation reads:
(5) Deputy Fire Marshal funded 87 percent Fire Marshal and 13 percent Fire Code Fund [Fire Arson
Investigator]
(7) Deputy Fire Marshal funded 50 percent Fire Marshal and 50 percent Fire Code Fund [Fire
Inspector]

The Authorized Position funding allocation should read:
(4) Deputy Fire Marshal funded 50 percent Fire Marshal General Fund and 50 percent Fire Code
Fund
(3) Deputy Fire Marshal funded 100 percent Fire Marshal General Fund

The second program change reads: The second program change adds one part-time Public Safety
Dispatcher (NE-05) position in the amount of $16,635. This should read: Public Safety Dispatcher I
(NE-05).

Purchasing
The Authorized Position List reads, 1 for the Office Supervisor in FY 2011-12 Actuals, FY 2012-13
Estimate, and FY 2013-14 Proposed, and it should be deleted from the list.

The Authorized Position List needs to include, 1 for the Purchasing Project Lead in FY 2011-12
Actuals, FY 2012-13 Estimate, and FY 2013-14 Proposed.

Sheriff-Law Enforcement
The FY 2012-13 Estimate and the FY 2013-14 Proposed columns in the Authorized Position List reads in
2, and it should read 0 for the Digital Imaging Specialist.

Fire Code Fund
The Authorized Position List reads, Deputy Fire Marshal FY 2011-12 2, FY 2012-13 2, FY 201314
3, and it should read Deputy Fire Marshal FY 2011-12 3, FY 2012-13 3, FY 201314 4.

Self-Insured Health and Life Fund 501
The FY 2011-12 Actuals Other Revenue reads $0 and should read $258,774.

The FY 2011-12 Actuals Insurance Premiums Revenue reads $32,648,203 and should read $32,389,429.

Grants-in-Aid
The Authorized Position List reads Volunteer Services Specialist FY 201112 1, FY 2012-13 1, FY
2013-14 1; this should read FY 201112 1, FY 2012-13 1, FY 2013-14 0.

The Authorized Position List reads Weapons of Mass Destruction/Hazardous Materials Team Coordinator
FY 201112 1, FY 2012-13 1, FY 2013-14 1; this should read FY 201112 1, FY 2012-13 1, FY
2013-14 0.

The Authorized Position List reads Access Coordinator FY 201112 1, FY 2012-13 1, FY 2013-14
1; this should read FY 201112 1, FY 2012-13 1, FY 2013-14 0.

The Authorized Position List reads Intake Worker FY 201112 7, FY 2012-13 5, FY 2013-14 5; this
should read FY 201112 7, FY 2012-13 5, FY 2013-14 4.
690
691
692
693
694
695
696
697
698
699
700
701
702
703
704
705
706
707
708
709
710
711
712
713
714
715
716
717
Attachment 4
718
Attachment 4
Vehicle Replacement FY 2013-14
Unit # VIN License # Year Make Model Division
CONSTABLE PCT. 1 CONSTABLE PCT. 1
6087 2B3KA43H57H771012 1048525 2007 DODGE CHARGER SE LXD TRAFFIC SAFETY
6089 2B3KA43H27H878082 104-8527 2007 DODGE CHARGER SE LXD TRAFFIC SAFETY
6119 2B3KA43T09H608436 1071660 2009 DODGE CHARGER TRAFFIC SAFETY
6120 2B3KA43T69H608439 1071663 2009 DODGE CHARGER TRAFFIC SAFETY
6123 2FABP7BV8AX115234 1092581 2010 FORD CROWN VICTORIA TRAFFIC SAFETY
6059 2FAFP71W57X155856 1002256 2007 FORD CROWN VICTORIA TRAFFIC SAFETY
6076 2B3KA43H17H878106 BZW3870 2007 DODGE CHARGER SE LXD TRAFFIC SAFETY
6079 2B3KA43H77H771013 1048458 2007 DODGE CHARGER SE LXD TRAFFIC SAFETY
6134 2FAFP71VX8X178106 1071579 2008 FORD CROWN VICTORIA CONSTABLE PCT. #2
6135 2FAHP71V79X118648 1071588 2009 FORD CROWN VICTORIA CONSTABLE PCT. #2
6171 2FAFP71V78X178094 1069234 2008 FORD CROWN VICTORIA TRAFFIC SAFETY
6252 1GNMCAE01AR168919 1095707 2010 CHEVROLET TAHOE POLI TRAFFIC SAFETY
6254 1GNMCAE07AR136699 1095709 2010 CHEVROLET TAHOE POLI TRAFFIC SAFETY
6070 2B3KA43H67H878084 1032046 2007 DODGE CHARGER TRAFFIC SAFETY
6074 2B3KA43H77H878076 1032162 2007 DODGE CHARGER TRAFFIC SAFETY
FIRE MARSHAL FIRE MARSHAL
5066 2FAFP71W26X103812 239116 2006 FORD CROWN VICTORIA FIRE MARSHAL
5074 1FTSW21557EA55957 BZW3853 2007 FORD F250 CREW CAB 4 FIRE MARSHAL
5094 1FMFK20527LA96326 181YGJ 2007 FORD EXPEDITION FIRE MARSHAL
5100 1FTSW21588ED86274 72ZHW7 2008 FORD F-250 HD FIRE MARSHAL
FLEET MAINTENANCE FLEET MAINTENANCE
9000 1FTRF17Z1XKB76053 767817 1999 FORD F150 BI-FUEL FLEET MAINTENANCE
JUVENILE JUVENILE
6020 1FBSS31L84HA09182 863341 2004 FORD VAN CLUB WAGON JUVENILE CTR
6021 1FBSS31L44HA11334 863340 2004 FORD VAN CLUB WAGON JUVENILE CTR
6053 1FBSS31LX6DB20360 233662 2006 FORD E350 EXT PASS JUVENILE PROBATION
6099 2FAHP72VX9X109523 1063248 2009 FORD CROWN VICTORIA JUVENILE CTR
6100 2B3KA43GX8H135016 103-2172 2008 DODGE CHARGER JUVENILE PROBATION
6104 2FAFP72VX8X163054 104-8706 2008 FORD CROWN VICTORIA JUVENILE CTR
6105 1FBSS31LX8DA89209 1056639 2008 FORD E350 15 PASSENG FAMILY PRESERVATION
PARKS PARKS
4062 1FTRF12W87NA86474 1031795 2007 FORD F-150 MISSION COUNTY PARK
PRE-TRIAL PRE-TRIAL
9090 1GNDM19X62B115518 826279 2002 CHEVROLET ASTRO VAN PR BOND
9091 1GNDM19X92B115495 826280 2002 CHEVROLET ASTRO VAN PR BOND
9092 1G1ND52J92M605281 826278 2002 CHEVROLET MALIBU 4DR PR BOND
9093 1G1ND52J92M663018 829537 2002 CHEVROLET MALIBU 4DR PR BOND
PUBLIC WORKS ROAD & BRIDGE PUBLIC WORKS ROAD & BRIDGE
1461 1GCEC14Z45Z305550 204570 2005 CHEVROLET 1/2 TON SI JUDSON SERVICE CENTE
1525 1FDSW34R98EA70219 1030146 2008 FORD F-350 JUDSON SERVICE CENTE
1610 1FTPX14V19KB23202 1095838 2009 FORD 150 EXT CAB 4X4 CAGNON SERVICE CENTE
5042 2FTPF17Z53CA71005 854656 2003 FORD F150 BI-FUEL ENVIROMENTAL
5090 1FTRF12VX7KC68010 1030140 2007 FORD F-150 ENVIROMENTAL
5095 1FTWW30R18EB25337 1030153 2008 FORD F-350 MAIN OFFICE
5121 1FTVX1EV1AKE01414 1100860 2010 FORD F-15O 4X4 MAIN OFFICE
719
Attachment 4
SHERIFF SHERIFF
9112 2FAFP71W03X115078 852992 2003 FORD CROWN VICTORIA DETENTION CTR
9124 1GNMCAE06AR209500 BV3V154 2010 CHEVROLET TAHOE POLI PATROL ADMINI
9127 1FMJU1G54AEB56025 BV3V157 2010 FORD EXPEDITION XLT PATROL
9155 2FAFP73W33X201157 BS2K937 2003 FORD CROWN VICTORIA WORK RELEASE
9177 1GNMCAE09AR207904 1101037 2010 CHEVROLET TAHOE POLI PATROL
9186 1GNMCAE04AR208331 BT6Y501 2010 CHEVROLET TAHOE POLI PATROL
9210 2FAFP71V08X164683 104-8824 2008 FORD CROWN VICTORIA PATROL EAST
9234 2FAFP71V18X164711 KSF707 2008 FORD CROWN VICTORIA TRAFFIC SAFETY
9235 2FAFP71V38X164712 KSF708 2008 FORD CROWN VICTORIA TRAFFIC SAFETY
9252 2G1WB58K981272658 JLD203 2008 CHEVROLET IMPALA CID
9261 2G1WB58K981271137 JLD212 2008 CHEVROLET IMPALA CIVIL
9264 2G1WB58K781272514 JLD214 2008 CHEVROLET IMPALA CID CRIMINAL INVESTI
9290 2FAFP73V88X169076 JLD269 2008 FORD CROWN VICTORIA CID CRIMINAL INVESTI
9293 2FAFP73V18X169078 JTV639 2008 FORD CROWN VICTORIA MENTAL HEALTH
9294 2FAFP73VX8X169077 JTV640 2008 FORD CROWN VICTORIA WARRANTS
9300 2FAFP73V67X152792 1002110 2007 FORD CROWN VICTORIA CID-EVIDENCE
9305 2FAFP73VX7X152794 368XMR 2007 FORD CROWN VICTORIA CID CRIMINAL INVESTI
9315 2FAFP71W27X163509 404YGF 2007 FORD CROWN VICTORIA PATROL ADMINI
9316 2FAFP71WX7X163483 1002230 2007 FORD CROWN VICTORIA COMMUNITY POLICE
9317 2FAFP71W27X163493 1002229 2007 FORD CROWN VICTORIA COMMUNITY POLICING
9341 2FAFP71W17X163498 1002204 2007 FORD CROWN VICTORIA PATROL EAST
9372 2G1WB58K889251401 CZC852 2008 CHEVROLET IMPALA CID CRIMINAL INVESTI
9376 2G1WB58K189251949 CZC855 2008 CHEVROLET IMPALA CIVIL
9380 2G1WB58K689249579 CZC859 2008 CHEVROLET IMPALA CID CRIMINAL INVESTI
9384 2FAFP73V58X125097 BZF062 2008 FORD CROWN VICTORIA WARRANTS
9386 2G1WB58K689248982 CZC862 2008 CHEVROLET IMPALA MENTAL HEALTH
9400 2FABP7BV0BX108683 1115441 2011 FORD CROWN VICTORIA PATROL EAST
9402 2FABP7BV1BX108644 1115443 2011 FORD CROWN VICTORIA PATROL WEST
9421 2FABP7BVXBX108660 1115453 2011 FORD CROWN VICTORIA PATROL WEST
9465 2FAFP71W44X162485 CS2X907 2004 FORD CROWN VICTORIA FLEET
9497 2FABP7BV3BX108676 1115510 2011 FORD CROWN VICTORIA FLEET
9513 2G1WB57K891302008 VHJ358 2009 CHEVROLET IMPALA CIVIL
9517 2G1WB57KX91303404 VHJ355 2009 CHEVROLET IMPALA CID CRIMINAL INVESTI
9525 2FAHP71V69X114252 1071512 2009 FORD CROWN VICTORIA MENTAL HEALTH
9530 2FAHP71V09X114280 1069195 2009 FORD CROWN VICTORIA PATROL EAST
9551 1FMFU15589LA12526 CF8Y123 2009 FORD EXPEDITION XLT PROPERTY ROOM
9566 2G1WB57K791308091 VHJ253 2009 CHEVROLET IMPALA CID CRIMINAL INVESTI
9567 2G1WB57K591308154 VHJ372 2009 CHEVROLET IMPALA CIVIL
9569 2G1WB57K291308404 VHJ366 2009 CHEVROLET IMPALA CID CRIMINAL INVESTI
9574 2FAHP71V19X140807 VHJ359 2009 FORD CROWN VICTORIA PATROL FLEET
9575 2FAHP71V49X140803 VHJ361 2009 FORD CROWN VICTORIA ADMINISTRATION
9578 2FAHP71V39X140808 VHJ369 2009 FORD CROWN VICTORIA WARRANTS
9727 1GAZG1FGXB1172734 1124825 2011 CHEVROLET VAN 3500 WARRANTS
9728 1GAZG1FG3B1173448 1124826 2011 CHEVROLET VAN 3500 WARRANTS
9731 1GNLC2E04CR258733 1145466 2012 CHEVROLET TAHOE POLICE PATROL
9736 1GNLC2E03CR244337 1141834 2012 CHEVROLET TAHOE POLICE PATROL WEST
9739 1GNLC2E06CR257356 1141836 2012 CHEVROLET TAHOE POLICE PATROL EAST
720
Attachment 4

SHERIFF SHERIFF
9747 1GNLC2E0XCR257263 1141837 2012 CHEVROLET TAHOE POLICE PATROL EAST
9767 1GNLC2EO4CR255976 1141838 2012 CHEVROLET TAHOE POLICE PATROL WEST
9773 1GNLC2E0XCR246716 1141848 2012 CHEVROLET TAHOE POLICE PATROL WEST
9795 1GNLC2E09CR243581 1141678 2012 CHEVROLET TAHOE POLICE TRAFFIC SAFETY
9939 2FAFP71W67X163514 403YGF 2007 FORD CROWN VICTORIA TRAFFIC SAFETY
721

HOLIDAY DAY OF THE WEEK DATE
New Years Day Wednesday 01 J anuary 2014
Martin Luther King, J r. Day Monday 20 J anuary 2014
Presidents Day Monday 17 February 2014
Good Friday Friday 18 April 2014
Battle of Flowers Friday 25 April 2014
Memorial Day Monday 26 May 2014
Independence Day Friday 04 J uly 2014
Labor Day Monday 01 September 2014
Veterans Day Tuesday 11 November 2014
Thanksgiving Thursday 27 November 2014
Friday 28 November 2014
Christmas Day Thursday 25 December 2014

*As per Human Resources Policy 7.4.09 County Holidays, Commissioners Court has the
approval to designate Christmas Eve (Monday), a holiday during years that Christmas Day falls
on a Tuesday.

722
Attachment 6

Elected Officials Salaries

Local Government Code Section 152.013 states that the Commissioners Court set the
salaries and allowances of elected officers as part of the regular budget process each
year.

The Bexar County Citizens Advisory Committee on Elected Officials Salaries was first
formed in 1997 to examine Elected Officials salaries and make recommendations to
Commissioners Court regarding salary adjustments. The committee meets every two
years and provides the Court with two year recommendations. The committee last
convened in the summer of 2012 to develop recommendations for adjustments to
Elected Officials salaries and allowances for FY 2012-13 and FY 2013-14.

On J uly 2, 2013, Commissioners Court recommended approval of the FY 2013-14 salary
recommendations and all Elected Officials were notified of their respective proposed
salary. All Elected Officials were notified of their right to appeal the decision and had until
J uly 8, 2013 to do so. The County J udge received appeals from the following Elected
Officials: J udge Roberto Vazquez, representing all six J ustice of the Peace J udges
(J udge Monica Caballero, J P Pct 1, Pl 1; J udge Edmundo Zaragoza, J P Pct 1, Pl 3;
J udge William Donovan, J P Pct 2, Pl 2; J udge J eff Wentworth, J P Pct 3, and J udge
Rogelio Lopez, J P Pct 4).

On J uly 24, 2013, the Salary Grievance Committee was convened to discuss the appeal.
The Committee voted 6 to 3 to recommend to Commissioners Court to grant the J ustices
of the Peace in Bexar County an annual salary of $101,125 for the full-time J udges. On
August 06, 2013, the vote was accepted into record by Commissioner Court, the Court is
not required to adopt the maximum salaries, as this was only a recommendation. On
August 29, 2013, Commissioners Court approved of advertisement of the Elected
Officials Salaries mandated publication.

On September 10, 2013, Commissioners Court accepted the committees
recommendations of a 2% salary increase for the Elected Officials for FY 2013-14.

The approved salary increase recommendations were: Constables, 2%; County
Clerk, 2%; County Commissioners, 2%; County J udge, 2%; Criminal District Attorney,
2%; District Clerk, 2%; J ustices of the Peace (full-time & part-time), 2%; Sheriff, 2%;
Tax Assessor-Collector, 2%; and Probate J udges, 2%. The new salaries were effective
the first full pay period in October 2013.

The Chief J ustice of the Fourth Court of Appeals, Fourth Court of Appeals J ustices, and
District Court J udges county supplements will be adjusted as per the Texas Local
Government Code Section 32.001 updated by the 83
rd
Legislature.

723
Attachment 6

Longevity Pay for Probate Court Judges and County Courts-at-Law Judges

Commissioners Court must make monthly longevity payments to Probate Court
judges, who have served as a judge of a statutory probate court or a statutory county
court for at least 16 years, in an amount equal to the amount of longevity pay a
district judge is entitled to receive from the state for equivalent years of service (HB
765).

Probate Court J udges and County Court-at-Law J udges with 16 years of service
receive longevity pay in the amount of $20.00 per month for each year of completed
service, not to exceed 16 years of service. This equates to a monthly amount of
$320.00, for an annual total of $3,840.00.

Supplemental Payments to Probate Court Judges

An annual payment equal to the amount of the benefit replacement pay a district judge is
entitled to receive from the state is to be paid to a Probate Court J udge if that judge
has continuously served as a Probate J udge or a County Court J udge since August 31,
1995, not to exceed $965.25 annually. Currently, only one Bexar County Probate Court
judge is eligible for this supplemental payment (HB 765).

724
Office Name Position Title
County
Portion
State
Portion Total
Additional
Cost
4th Court of Appeals Stone, Catherine, M Chief J ustice 9,000 156,500 165,500 1,500
4th Court of Appeals Marion, Sandee, B J ustice 9,000 154,000 163,000 1,500
4th Court of Appeals Angelini, Karen, A J ustice 9,000 154,000 163,000 1,500
4th Court of Appeals Barnard, Marialyn, E J ustice 9,000 154,000 163,000 1,500
4th Court of Appeals Martinez, Rebeca, C J ustice 9,000 154,000 163,000 1,500
4th Court of Appeals Alvarez, Patricia, O J ustice 9,000 154,000 163,000 1,500
4th Court of Appeals Chapa, Luz, E J ustice 9,000 154,000 163,000 1,500
District Courts-Civil Gabriel, J ohnny, D J udge 18,000 140,000 158,000 3,000
District Courts-Civil Littlejohn, J anet, P J udge 18,000 140,000 158,000 3,000
District Courts-Civil Sakai, Peter, A J udge 18,000 140,000 158,000 3,000
District Courts-Civil Mery, Michael, E J udge 18,000 140,000 158,000 3,000
District Courts-Civil Pozza, Karen, H J udge 18,000 140,000 158,000 3,000
District Courts-Civil Nellermoe, Barbara, J J udge 18,000 140,000 158,000 3,000
District Courts-Civil Price, Richard, E J udge 18,000 140,000 158,000 3,000
District Courts-Civil Salinas, Laura, L J udge 18,000 140,000 158,000 3,000
District Courts-Civil Noll, Lawrence, E J udge 18,000 140,000 158,000 3,000
District Courts-Civil Saldana, Gloria, A J udge 18,000 140,000 158,000 3,000
District Courts-Civil Casseb, Solomon, J J udge 18,000 140,000 158,000 3,000
District Courts-Civil Arteaga, Antonia, J udge 18,000 140,000 158,000 3,000
District Courts-Civil Stryker, Cathleen, M J udge 18,000 140,000 158,000 3,000
District Courts-Civil Canales, David, A J udge 18,000 140,000 158,000 3,000
District Courts-Criminal McGinty, Angus, K J udge 18,000 140,000 158,000 3,000
District Courts-Criminal Roman, Mary, D J udge 18,000 140,000 158,000 3,000
District Courts-Criminal Herr, Maria, T J udge 18,000 140,000 158,000 3,000
District Courts-Criminal Angelini, Raymond, C J udge 18,000 140,000 158,000 3,000
District Courts-Criminal Harle, Sidney, L J udge 18,000 140,000 158,000 3,000
District Courts-Criminal Kazen, Philip, A J udge 18,000 140,000 158,000 3,000
District Courts-Criminal Skinner, Melisa, C J udge 18,000 140,000 158,000 3,000
District Courts-Criminal Rangel, Ronald, J udge 18,000 140,000 158,000 3,000
District Courts-Criminal Olivarri, Ray, J J udge 18,000 140,000 158,000 3,000
District Courts-Criminal Valenzuela, Lori, I J udge 18,000 140,000 158,000 3,000
District Courts-J uvenile Kelsey, Carmen, Y J udge 18,000 140,000 158,000 3,000
District Courts-J uvenile Parker, Laura, L J udge 18,000 140,000 158,000 3,000
District Courts-J uvenile J arrett, Lisa, K J udge 18,000 140,000 158,000 3,000
County Courts at Law Fleming, J ohn, D J udge 157,000 157,000 18,000
County Courts at Law Rios, Irene, A J udge 157,000 157,000 18,000
County Courts at Law Key, Carlo, R J udge 157,000 157,000 18,000
County Courts at Law Roberts, J ohn, S J udge 157,000 157,000 18,000
County Courts at Law Gonzalez, Monica, A J udge 157,000 157,000 18,000
County Courts at Law White, William, C J udge 157,000 157,000 18,000
County Courts at Law La Hood, Michael, J udge 157,000 157,000 18,000
County Courts at Law Wolff, J ason, W J udge 157,000 157,000 18,000
County Courts at Law Rodriguez, David, J J udge 157,000 157,000 18,000
County Courts at Law Garrahan, Sarah, E J udge 157,000 157,000 18,000
County Courts at Law Pulliam, J ason, K J udge 157,000 157,000 18,000
County Courts at Law Christian, Wayne, A J udge 157,000 157,000 18,000
County Courts at Law Wright, Eugenia, J J udge 157,000 157,000 18,000
County Courts at Law Rodriguez-Duron, Liza J udge 157,000 157,000 18,000
County Courts at Law Shelton, Walden, E J udge 157,000 157,000 18,000
Salaries Only 361,500
With POH 434,505
State Increase & County Portion to Max
State Increase & County Portion to Max
725
Attachment 7
Grade Cadet FirstYear Over1 Over2 Over3 Over4 Over5 Over7 Over9
DetentionCaptain DT09 5,990 6,042 6,095 6,200 6,304 6,409
DetentionLieutenant DT07 4,880 4,930 4,978 5,076 5,172 5,269
DetentionSergeant DT05 4,091 4,132 4,173 4,255 4,336 4,418
DetentionCorporal DT02 3,453 3,487 3,522 3,591 3,661 3,729
DeputySheriffDetention DT01 2,533 2,651 2,819 2,900 2,984 3,067 3,151 3,233 3,316
SAPCHRISStep 1 2 3 4 5 6 7 8 9
Grade Cadet FirstYear Over1 Over2 Over3 Over4 Over5 Over7 Over9
DetentionCaptain DT09 71,880 72,504 73,140 74,400 75,648 76,908
DetentionLieutenant DT07 58,560 59,160 59,736 60,912 62,064 63,228
DetentionSergeant DT05 49,092 49,584 50,076 51,060 52,032 53,016
DetentionCorporal DT02 41,436 41,844 42,264 43,092 43,932 44,748
DeputySheriffDetention DT01 30,396 31,812 33,828 34,800 35,808 36,804 37,812 38,796 39,792
SAPCHRISStep 1 2 3 4 5 6 7 8 9
Grade FirstYear Over1 Over2 Over3 Over4 Over5 Over7 Over9
LawEnforcementCaptain LE10 6,303 6,359 6,417 6,530 6,641 6,754
LawEnforcementLieutenant LE08 5,709 5,766 5,823 5,937 6,051 6,166
LawEnforcementSergeant LE06 5,190 5,242 5,293 5,397 5,501 5,604
LawEnforcementInvestigator LE04 4,717 4,765 4,812 4,906 5,001 5,095
DeputySheriffLawEnforcement LE03 3,502 3,569 3,637 3,884 4,130 4,376
SAPCHRISStep 2 3 4 5 6 7 8 9
Grade FirstYear Over1 Over2 Over3 Over4 Over5 Over7 Over9
LawEnforcementCaptain LE10 75,636 76,308 77,004 78,360 79,692 81,048
LawEnforcementLieutenant LE08 68,508 69,192 69,876 71,244 72,612 73,992
LawEnforcementSergeant LE06 62,280 62,904 63,516 64,764 66,012 67,248
LawEnforcementInvestigator LE04 56,604 57,180 57,744 58,872 60,012 61,140
DeputySheriffLawEnforcement LE03 42,024 42,828 43,644 46,608 49,560 52,512
SAPCHRISStep 2 3 4 5 6 7 8 9
Detention and Law Enforcement Step Pay Plan for October 2013 through September 2014
MonthlyBasePay
AnnualBasePay
MonthlyBasePay
AnnualBasePay
726
PROPOSEDBUDGETFY201314
NONEXEMPTPAYGRADES
Attachment 8
Pay
Level Minimum Midpoint Maximum
NE01 23,556.00 $ 26,880.00 $ 30,900.00 $
1,963.00 $ 2,240.00 $ 2,575.00 $
981.50 $ 1,120.00 $ 1,287.50 $
11.33 $ 12.92 $ 14.86 $
NE02 24,972.00 $ 28,488.00 $ 32,760.00 $
2,081.00 $ 2,374.00 $ 2,730.00 $
1,040.50 $ 1,187.00 $ 1,365.00 $
12.01 $ 13.70 $ 15.75 $
NE03 25,704.00 $ 30,204.00 $ 34,704.00 $
2,142.00 $ 2,517.00 $ 2,892.00 $
1,071.00 $ 1,258.50 $ 1,446.00 $
12.36 $ 14.52 $ 16.68 $
NE04 27,180.00 $ 32,616.00 $ 38,064.00 $
2,265.00 $ 2,718.00 $ 3,172.00 $
1,132.50 $ 1,359.00 $ 1,586.00 $
13.07 $ 15.68 $ 18.30 $
NE05 29,352.00 $ 35,232.00 $ 41,100.00 $
2,446.00 $ 2,936.00 $ 3,425.00 $
1,223.00 $ 1,468.00 $ 1,712.50 $
14.11 $ 16.94 $ 19.76 $
NE06 31,632.00 $ 38,748.00 $ 45,864.00 $
2,636.00 $ 3,229.00 $ 3,822.00 $
1,318.00 $ 1,614.50 $ 1,911.00 $
15.21 $ 18.63 $ 22.05 $
NE07 33,852.00 $ 41,460.00 $ 49,080.00 $
2,821.00 $ 3,455.00 $ 4,090.00 $
1,410.50 $ 1,727.50 $ 2,045.00 $
16.28 $ 19.93 $ 23.60 $
NE08 36,564.00 $ 44,784.00 $ 53,004.00 $
3,047.00 $ 3,732.00 $ 4,417.00 $
1,523.50 $ 1,866.00 $ 2,208.50 $
17.58 $ 21.53 $ 25.48 $
NE09 39,480.00 $ 48,360.00 $ 57,252.00 $
3,290.00 $ 4,030.00 $ 4,771.00 $
1,645.00 $ 2,015.00 $ 2,385.50 $
18.98 $ 23.25 $ 27.53 $
727
PROPOSEDBUDGETFY201314
NONEXEMPTPAYGRADES
Attachment 8
Pay
Level Minimum Midpoint Maximum
NE10 42,636.00 $ 52,236.00 $ 61,824.00 $
3,553.00 $ 4,353.00 $ 5,152.00 $
1,776.50 $ 2,176.50 $ 2,576.00 $
20.50 $ 25.11 $ 29.72 $
NE11 46,176.00 $ 57,720.00 $ 69,264.00 $
3,848.00 $ 4,810.00 $ 5,772.00 $
1,924.00 $ 2,405.00 $ 2,886.00 $
22.20 $ 27.75 $ 33.30 $
NE12 49,872.00 $ 62,328.00 $ 74,796.00 $
4,156.00 $ 5,194.00 $ 6,233.00 $
2,078.00 $ 2,597.00 $ 3,116.50 $
23.98 $ 29.97 $ 35.96 $
NE13 53,856.00 $ 67,320.00 $ 80,784.00 $
4,488.00 $ 5,610.00 $ 6,732.00 $
2,244.00 $ 2,805.00 $ 3,366.00 $
25.89 $ 32.37 $ 38.84 $
728
Attachment 9
729
Attachment 9
730
Attachment 9
731
Attachment 9
732
Attachment 9
733
Attachment 9
734
Attachment 9
735
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736
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737
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738
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739
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740
Attachment 9
741
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742
Attachment 9
743
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744
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745
Attachment 9
746
Attachment 9
747
Attachment 9
748
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749
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750
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751
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752
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754
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762
Paul Elizondo Tower * 101 W. Nueva, Suite 217 * San Antonio, Texas 78205 * (210) 335-2113
www.bexar.org/dc

Donna Kay M
c
Kinney
DISTRICT CLERK

Bexar County
Preservation and Restoration Records Plan for the
Bexar County District Clerk

Summary

The purpose of the Preservation and Restoration Records Plan is to define how the funds generated
from the collection of the district court records technology fund, as authorized in the Texas
Government Code Section 51.305, will be utilized and expended for the preservation and restoration
of the Bexar County District Court permanent records. This Plan will govern all permanent
documents regardless of media.

Goal

The goal is to restore records, suspend or reduce deterioration of public records, and improve public
access to these documents in a manner that reduces risk of deterioration. In addition, to comply with
the Texas State Library and Archives Commissions records retention requirements for permanent
retention, which are hundreds of thousands of pages of documents from 1836 through 1920, and in
accordance with Government Code 51.304(5) provide for the permanent retention of records
including security provisions to guard against physical loss, alteration, and deterioration.

SCOPE

The scope of this Plan addresses the restoration and preservation needs of the District Clerks court
permanent records, as follows:

1. To restore, preserve, and digitize historically valuable Court minutes and index books;
2. To restore, preserve, and digitize historically valuable permanent paper Court documents
in their original format to include, Court documents from all differing periods of Court
history from 1836 through 1920, The Republic of Texas, The Confederate States of
America, and Early Union Statehood;
3. To make our permanent Court records accessible to constituents in a user friendly format;
4. To create a computerized index for the permanent records; and
5. To seek Commissioners Courts approval to advertise a Request for Proposal to solicit
competitive proposals for these preservation and restoration services.
COUNTY BEXAR
Attachment 10
763
Attachment 11
County Courts
Appropriations:

FY 2011-12
Actuals
FY 2012-13
Budget
FY 2012-13
Estimates
FY 2013-14
Proposed

Total: $656,998 $487,458 $645,048 $739,029
County Court 1
Total: $631,811 $568,739 $606,126 $595,320
County Court 2
Total: $682,971 $582,141 $628,780 $609,558
Total: $354,126 $366,784 $342,318 $342,429
County Court 4
Total: $621,030 $572,243 $599,021 $597,851

764
Attachment 11

FY 2011-12
Actuals
FY 2012-13
Budget
FY 2012-13
Estimates
FY 2013-14
Proposed

County Court 5
Total: $669,092 $569,656 $636,897 $596,340
County Court 6
Total: $701,869 $627,501 $712,846 $594,163
County Court 7
Total: $604,406 $546,345 $521,826 $572,355
County Court 8
Total: $624,288 $560,353 $569,966 $586,845
County Court 9
Total: $608,655 $557,905 $573,243 $581,813
765
Attachment 11

FY 2011-12
Actuals
FY 2012-13
Budget
FY 2012-13
Estimates
FY 2013-14
Proposed

Total: $237,683 $289,750 $306,839 $328,735
County Court 11
Total: $638,551 $570,284 $625,262 $596,779
County Court 12
Total: $646,330 $554,658 $578,284 $581,421
County Court 13
Total: $588,687 $569,211 $553,916 $596,694
County Court 14
Total: $359,853 $724,284 $571,019 $622,689
County Court 15
766
Attachment 11
FY 2011-12
Actuals
FY 2012-13
Budget
FY 2012-13
Estimates
FY 2013-14
Proposed

Total: $292,986 $557,168 $501,765 $598,175
Subtotal: $8,919,336 $8,704,480 $8,973,156 $9,140,196
Program Change $10,519
Grand Total - County Courts-At-Law $8,919,336 $8,704,480 $8,973,156 $9,150,715
767
Attachment 12

Appropriations:

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14
Actual Budget Estimate Proposed
Total: $2,322,587 $2,288,670 $2,363,766 $2,400,309
Total: $870,805 $879,981 $915,033 $844,223
Total: $810,802 $885,736 $854,387 $838,837
Total: $896,016 $897,951 $899,218 $836,370
Total: $887,973 $885,369 $720,971 $849,621

768
Attachment 12
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14


Total: $756,302 $896,544 $711,821 $851,967
Total: $821,043 $891,558 $806,092 $846,157
Total: $897,974 $880,838 $919,940 $844,881
Total: $808,352 $888,645 $1,040,027 $844,055
Total: $844,903 $893,358 $680,653 $833,686
769
Attachment 12

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

Total: $891,264 $877,434 $875,998 $836,686
Subtotal: $10,808,021 $11,166,084 $10,787,906 $10,826,792
Program Change $20,713
Criminal District Court Grand Total $10,808,021 $11,166,084 $10,787,906 $10,847,505
770
Attachment 13

1

Bexar County, Texas


FY 2011-12 FY 2012-13 FY 2013-14

Actuals Estimates Proposed

AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$618,741 $341,005 $412,989

$618,741 $341,005 $412,989

Revenue
Service Fees $356,583 $321,075 $255,850
Subtotal
$356,583 $321,075 $255,850

Interfund Transfers $215,470
$49,531 $99,531
Total Revenues
$572,053 $370,606 $355,381

$1,190,794 $711,611 $768,370

APPROPRIATIONS

Capital Expenditures 320,351 0 27,870
Subtotal
$849,789 $298,622 $360,369
Interfund Transfers
$0 $0 $0

$849,789 $298,622 $360,369

$341,005 $412,989 $408,001

$1,190,794 $711,611 $768,370
771
Attachment 13

2

RECORDS MANAGEMENT
CENTER FUND

Mission: The Records Management Committee will provide leadership through the Records Facility
Manager in the development, allocation and management of resources to meet County office records
storage and document conversion needs while securing and preserving the records of Bexar County in
accordance with the Local Government Records Act of 1989.

Vision: We envision the Records Management Committee to have a state-of-the-art Records
Management Facility that will meet the records storage needs of all County offices and departments, be in
compliance with the Local Government Records Act of 1989 for the preservation and maintenance of local
government records, and provide convenient access and retrieval of County records to County offices and
the general public.

Program Description: The Records Management Facility Fund is an enterprise fund created to
provide space to County offices and departments for the storage of records. The facility, located at 232
Iowa Street, allows the County to consolidate all its records in one facility. In the future, the facility will
also become a records technology center where records currently stored on paper can be microfilmed for
storage or imaged into an appropriate format so they can be electronically delivered to the offices or
departments requesting them.

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Proposed

Daily Training Room preparation
2 2 2
Number of daily phone calls
12 14 15
Number of Training classes held
122 120 121

Monthly Bulletin board preparation 12 12 12
Weekly Requisition Creation
3 2 2
Daily P-Card balance and paperwork 6 5 5
Daily entry of data into computer 13 13 13

Daily Security Monitor 100% 100% 100%
Daily interoffice copies 100% 100% 100%

- FUND: 505
772
Attachment 13

3

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14
Contingencies 0 0 0 771
Subtotal $849,789 $331,766 $298,622 $360,369
Program Change $0
Total $849,789 $331,766 $298,622 $360,369


The FY 2013-14 Proposed Budget increases by 20 percent when compared to FY 2012-13
estimates. This is due to increased funding in the Operational group and Capital Expenditures
Group as described below.

The Personnel Services group remains flat when compared to FY 2012-13 estimates.

The Travel and Remunerations group includes $1,400 in FY 2013-14 for the Records
Management Center Manager to attend County and District Clerk Annual Records Conferences
and records training classes at the Texas State Library in Austin, Texas.

an increase in the amount of funding for shredding trucks and increases in electricity and water
due to the installation of a new air conditioner.

estimates due to one-time costs associated with new office furniture.

The FY 2013-14 Proposed Budget includes $27,870 in Capital Expenditures for an A/C
Replacement Project within the Records Centers interior offices.

A total of $771 is proposed for contingency funding for an anticipated increase to the 2014
calendar year retirement contribution rate.

773
Attachment 13

4

FY 2011-12
Actual
FY 2012-13
Estimate
FY 2013-14
Proposed

Records Management Center Manager 1 1 1

Total Records Management Center Fund 3 3 3

774
Attachment 14

1

Bexar County, Texas
Other Post Employment Benefit (OPEB) Fund 506

FY 2011-12 FY 2012-13 FY 2013-14

Actuals Estimates Proposed

AVAILABLE FUNDS

Beginning Balance
Undesignated Funds
$5,573,001 $3,093,074 ($812,371)

$5,573,001 $3,093,074 ($812,371)

Revenue
Other Revenue
$17,363 $4,868 $3,500
2,029,582 2,338,004 2,345,044
Subtotal
$2,046,945 $2,342,872 $2,348,544

Interfund Transfers
$1,036,584 $0 $4,812,102
Total Revenues
$3,083,529 $2,342,872 $7,160,646

$8,656,530 $5,435,946 $6,348,276

APPROPRIATIONS

General Government
$5,563,456 $6,248,317 $6,841,371
Subtotal
$5,563,456 $6,248,317 $6,841,371

$5,563,456 $6,248,317 $6,841,371

$3,093,074 ($812,371) ($493,096)

$8,656,530 $5,435,946 $6,348,276

775
Attachment 14

2

Other Post Employee Benefit Fund

Program Description: GASB Statement 45 was issued in 2004 as a result of a growing concern
that state and local governments were not recognizing the liability of post-employment benefits, such as
retiree health benefits, in their annual financial statements. The Statement requires that these liabilities
now be reported. Bexar County must now recognize other post-employment benefits (OPEB) earned by
employees during the time they were actually employed. In order to comply with GASB 45, Bexar
County has established an OPEB fund.

Appropriations:
FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14
Retiree Medical Expenses $5,278,087 $5,145,469 $5,988,748 $6,574,015
Retiree Administration Fees 285,369 257,279 259,569 267,356
Total $5,563,456 $5,402,748 $6,248,317 $6,841,371


The total budget represents a 9 percent increase when compared to FY 2012-13 estimates. This
increase is due to an anticipated 9 percent increase in healthcare costs associated with retirees.
- FUND: 506
776

Bexar County, Texas 2013-14 Budget

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Bexar County, Texas 2013-14 Budget

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BEXAR COUNTY

FY 2013-14 ADOPTED ANNUAL BUDGET

Change Order FY 2013-14

District Court 386

Criminal District Courts

FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14

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